Employee engagement has been a boardroom buzzword for quite some time. We’ve long known engagement matters. Still, the unspoken “but” has always been that metrics—especially those of the performance and financial ilk—matter more.
"Virtual Reality" Credit: Marina Noordegraaf
Organizations will need to pivot their corporate culture if they wish to survive and thrive in the world of virtual collaboration after the pandemic.
For medical device manufacturers, finding success means setting ourselves up for success with repeatable processes that not only ensure quality but also mitigate future risk.
Image courtesy of Pixabay.
A few weeks ago, I wrote about Seth Godin’s concept of Finding Your Who, which is all about identifying who your products are for.
Covid-19 has changed America’s workforce in a fundamental and most likely permanent way, and not adopting the “new normal” can be the difference between success and failure.
China’s dominance in manufacturing has made it the factory for the world.
In 1996, the TSSC (Toyota Production System Support Center) began working with my company to create one-by-one production capability in our product assembly.
Even with advancements in technology and automation, the frontline workforce remains essential to modern manufacturing operations.
It’s a great feeling for business leaders when they find a framework they know can change the way their company formulates and executes their goals.
The past few weeks I advised several entrepreneurs who are trying to bring a product or service to market. Each is struggling with whether the minimum viable product (MVP) they’re launching is too minimum and would therefore be nonviable.