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Business Performance Management Cycle within Manufacturing Model

Fortunately for the novice manager, there is a business performance cycle which can act as a framework. It is the blank canvass on which the manager can imprint the development of the business. It also provides parameters through which one examines the day to day activities of the company.

Traditional Risk Management Doesn't Work

Last week I attended a presentation on Risk Management, given by Karel de Bakker from the University of Groningen. Mr. De Bakker is doing research on "the effectiveness of risk management practices on perceived successfulness in software development projects". The one thing that struck me most was the following comment in his presentation:

The traditional rational decision model for risk management does not seem to work well.

The first thing that came to my mind was: Well of course, I would have been surprised if it did!

The standard risk management process (risk identification, planning, mitigation, etc.) seems to assume that there is some sort of linear relationship between identifying potential problems and solving them. First, you identify a risk. For example: there's a slight chance that your software developers run off and join the Church of the Flying Spaghetti Monster, all of them at the same time. Second, you weigh the chance (small) and its impact on the project (huge). This results in a risk list with priorities for risk mitigation. Third, you will then try to mitigate this risk (or another one if it has a higher priority), assuming that this will move your project into a less risky situation.

I think this approach is a little too simplistic. Managing risks is more difficult than that. Software projects are complex systems, and therefore the system dynamics are nonlinear. This means that any attempt to change one part of this system will often have unexpected effects in other parts. And quite often you will not know if the new situation is going to be better or worse than the old one. Your attempt to block the web site of the Flying Spaghetti Monster may very well lead to other risks that are much worse, like the risk of your developers running off and becoming Creationists.

There are many well-known examples of unintended consequences of risk management in complex systems. Before any attempt at rewriting the rules for risk management in software projects, I think we first need to see and learn how risks are managed in those other systems.

Broad Capabilities. Innovative Solutions

How do you build out your leadership pipeline and increase talent bench strength? How do you retain your best and brightest talent? How do you increase the productivity of your workforce, help key people proactively manage their careers or assist employees during phases of a career transition? In crucial decisions like these you need a workforce management expert to help you align your talent strategy with your business strategy.

Right Management’s capabilities in Talent Assessment, Leader Development, Organizational Effectiveness, Employee Engagement, Workforce Transition and Outplacement span the entire workforce lifecycle. We invite you to learn more about our workforce solutions.

* Talent Assessment
* Leader Development
* Organizational Effectiveness
* Employee Engagement
* Workforce Transition and Outplacement

Morgan Stanley Smith Barney adds James Tracy to US wealth management business

Morgan Stanley Smith Barney has nominated James J. Tracy as chief operating officer of distribution and development, wealth management in the US. His responsibilities will include business development, professional development, talent management and national branch services.Tracy will report to Andy Saperstein, head of wealth management in the US. “In a career spanning over 25 years, Jim Tracy has demonstrated outstanding leadership in all aspects of wealth management,” says Saperstein. “He helped build the industry’s leading investment advisory business and is committed to helping financial advisors achieve the highest levels of professional development. I look forward to working with him as we continue to build Morgan Stanley Smith Barney.”

Balance Your Product Development Process with PAM

Errors can be costly, damaging and even career ending. If you’re involved in your company’s packaging and artwork development process, these are issues that should no longer keep you up at night because these mistakes are completely avoidable. Leading companies use Packaging Artwork Management (PAM) software systems to significantly reduce or eliminate these painful blunders.

Before we examine how to minimize packaging artwork errors, let’s examine how companies that focus on strengthening their product development process with product lifecycle management (PLM) systems often fail to address their packaging artwork development process at the same time. The product development machine needs to be well balanced. If you fail to incorporate the packaging artwork development process into the other development activities, your product launches are likely to become unbalanced, resulting in delays.

Let’s look to the consumer packaged goods (CPG) industry for examples. Packaging can arguably be more important than the product itself. The package is what the consumer first sees, touches and sometimes even smells. Packaging is what makes a consumer pick your product up off the shelf. If the packaging doesn’t attract attention, you might miss the opportunity for the consumer to make the cognitive decision to place your product in their shopping cart.

The life sciences industry is another example where package copy and labeling play an important compliance role in communicating use instructions, ingredients, drug facts, safety and efficacy data and patient information. A small mishap in the labeling copy or registration process, and your products could be held at customs, subjected to fines or even recalled.

Package artwork development is also a critical part of the product development and commercialization process. How many times have you heard, “We’re waiting on artwork to manufacture the product,” or “We haven’t received artwork approval, so we can’t launch”? As companies speed up the product development engine with the use of PLM systems, don’t forget to improve your packaging artwork development process. PLM helps strengthen the product development machine but often does not sufficiently deliver on improving the development of packaging and artwork. Leading companies solve this problem through the use of specialized PAM systems that complement their PLM system.

PLM’s strengths are traditionally in project portfolio management, product data management, and the integration of authoring and design tools. Since specialized packaging artwork development capabilities are not always a competitive strength for PLM systems, a significant capabilities gap exists. The graphic below illustrates how a PAM solution can fit within a PLM platform and provide specialized functionality that supports the needs of a firm’s packaging artwork development process. PAM solutions fill the PLM capability gap with specific functionality that firms need to support their complex artwork development process. These functionalities include automated workflow, web‐based artwork annotation and mark‐up, electronic color management, digital asset management, copy certification and automatic artwork generation.

PAM fills a significant PLM capability gap by providing specialized packaging artwork development functionality. Product development, graphic services and IT management teams should assess their packaging artwork development capabilities for balance with the rest of the organization’s product development capabilities. If the graphic services department is struggling to support faster and more complex product development, the firm should consider PAM systems that enable more efficient and reliable packaging artwork development. Put an end to packaging artwork nightmares and explore how PAM can help balance your company’s product development capabilities.

Career Paths facilitated by Corporate Training

Panasonic provides extensive programs to train the next generation of leaders and specialists. Executive Management Development Programs are conducted for the upper management strata of Panasonic outside Japan, and the Working in Japan program - which provides assignments and training opportunities in Japan - is facilitating placement of managers in product development, manufacturing, and sales.