Mastering Disruptive Change in Manufacturing. Buckle Up: Six Driving Forces in Manufacturing to Take On Now
|
|
- Chrystal Cynthia Wilkinson
- 6 years ago
- Views:
Transcription
1 Mastering Disruptive Change in Manufacturing Buckle Up: Six Driving Forces in Manufacturing to Take On Now 1
2 As the latest waves of change gather momentum, 21st-century manufacturers face decisions that could create opportunities or competitive challenges as significant as the idea of interchangeable parts or Toyota s improvements on Henry Ford s assembly line. Today, the potential impact of new technologies such as 3-D printing, the risks inherent in global supply chains, the exponential growth of data, and the changing socioeconomic demographics are just a few of the new disruptors. As a result, the future of manufacturing is again a hot topic in public debate and on boardroom agendas. Companies are looking for a unique competitive edge or ways to respond to the unexpected. Manufacturers that can accurately anticipate how these trends will affect their businesses, such as the future needs and size of factories, the potential role of big data in improving productivity, workforce implications, and the level of automation to employ, can turn challenges into profitable opportunities. Among the questions that need answers are the following: What are the longer-term challenges that impact operations? How will these challenges affect the manufacturing setup and competitive environment? What solutions or best practices will address these challenges? Compounding the current disruptive powers is the convergence of trends from multiple directions. To address them successfully requires being able to look in two directions at once. In this case, it requires considering both the familiar areas that constantly influence the business and the less-anticipated areas that can nonetheless profoundly affect a company. Initially, it helps to think in terms of six core areas within which the trends appear (see figure 1). Figure 1 Six core areas in manufacturing: familiar areas and blind spots Blind spots Trends Familiar areas Globalization vs. regionalization Power shift from West to East Realigned global supply chain New manufacturing technologies New product technologies Technological advances New supply chain models End-to-end optimization New collaboration models Future of manufacturing Going beyond lean Big data analytics for productivity New productivity levers Environmental changes Elevated volatility and risk Depleted natural resources Shifting labor relations War for talent Workforce dynamics Source: A.T. Kearney analysis 1
3 Three areas are likely already on your daily agenda: Technological advances New productivity levers Workforce dynamics Three others are likely on the periphery: Globalization versus regionalization or localization New supply chain models Environmental changes Based on our work in these six core areas and on insights gathered from our Global Excellence in Operations Factory of the Year competition, A.T. Kearney has identified the driving forces or trends we expect to be among the most influential to manufacturers. Manufacturers that accurately anticipate how these trends will affect their businesses can turn challenges into profitable opportunities. In this first in a series of papers on disruptive change in manufacturing, we discuss three driving forces occurring in familiar areas: new manufacturing technologies, going beyond lean, and shifting labor relations. These are followed by an examination of driving forces that could be the source of looming blind spots: the power shift from West to East, end-to-end optimization, and elevated volatility and risk. 1 Three Driving Forces in Familiar Areas 1. New manufacturing technologies will reshape the traditional factory model New manufacturing technologies are emerging faster than ever. Some of them, such as collaborative robots and 3-D printing, are already disrupting the long-established environment on the factory floor and have the potential to fundamentally transform or even replace conventional manufacturing operations. 2 For many years, security fences have segregated capital-intensive robots from human workers, which has limited the potential for automation in a wider range of tasks. Currently, automation experts around the globe are working toward the goal of bringing the robot out of the cage to fully exploit the potential of an improved collaboration between robots and operators. 3 Future 1 Six more trends will be discussed in future papers in this series. 2 3-D printing is also known as additive manufacturing. 3 The Economist Technology Quarterly, 7 September
4 human-robot collaborations will combine human agility and intelligence to solve problems with the durability and precision of robots at a lower cost. Also supported by easy and quick programming, such as motion or voice control, this new collaboration may lead to a marked change in productivity and profoundly affect the traditional factory model overall. Manufacturing is already headed in this direction. Automobile makers BMW and Daimler are about to introduce collaborative robots on a large scale to replace the final assembly activities currently completed by human operators. Also making inroads is 3-D printing: The global market for this technology is developing with 20 percent growth year-on-year and is estimated to reach between $25 billion and $50 billion by Even traditional manufacturers are realizing the opportunities offered by 3-D printing. GE envisions that someday, people will print entire aircraft engines. Other industry giants such as Samsung and Canon have already begun to use 3-D printing technologies. The potential benefits, whether from reduced manufacturing costs, improved lead times, or better quality, can be tremendous. And the ability to manufacture additive, individually customized products at a previously unachievable scale, cost, and lead time could open up whole new markets. Already today, 3-D manufacturing has in some cases surpassed conventional manufacturing for small lot sizes. For example, the Worcester Polytechnic Institute used this new technology to produce a medical implant at nearly 90 percent lower cost and seven times faster. 5 The global market for 3-D printing is growing rapidly and is estimated to reach between $25 billion and $50 billion by With manufacturing technology heading in dramatic new directions, keeping pace with it is more important than ever. Success requires actively scanning the new technology frontier regularly to position your company to capitalize on opportunities when they arise. Recognizing these openings as they occur takes an understanding of the new technologies advantages and risks. And positioning operations for quick adoption of the right technologies begins with a rigorous assessment of the factories capabilities to take advantage of the technologies. Finally, it is imperative to put in place a clear road map for testing and adopting the technologies so you are ready to move as the opportunities and needs arise. 2. Going beyond lean is necessary to win the productivity game Since the early days of the Toyota Production System and the buzz generated in 1990 by the book The Machine That Changed the World, thousands of companies have launched initiatives to eliminate waste in their factories, and more recently in their back office functions. Lean has long provided the philosophy and the toolset to achieve the required competitive edge in the productivity game, but it didn t work for every company. Successful lean companies have achieved year-on-year productivity improvements of as much as 10 percent, while others have struggled just to compensate for moderate wage inflation. With lean being ubiquitous, the question is: What comes next? 4 Wohlers Associates 2013; A.T. Kearney s Global Business Policy Council 5 3
5 The answer is two-fold. First, after lean comes more lean, since many companies are still applying lean to only a portion of their manufacturing operations, thereby leaving significant opportunity on the table. Second, those that have rolled out lean broadly and widely will look beyond their lean production and management systems to systematically expand their scope beyond manufacturing for example, going after both input factors and supporting functions (see figure 2). Paper manufacturer Sappi, for example, has watched as factor costs for natural resources and energy starting to outweigh its labor costs. The company will benefit from redefining its manufacturing approach to focus more on resource efficiency. Regarding functional scope, it is clear that multiple improvement opportunities cannot be addressed solely on the factory floor. Rather, they have to reach into adjacent value chain functions, particularly those in production support and supply chain management. The company also has to reexamine the extent of cooperation between organizational silos (also referred to as interoperability) and collaborate more with suppliers, clients, and other stakeholders to take the next step toward improved productivity. In addition, consumer electronics companies such as Sony or Philips face the challenge of reducing their time-to-market in order to outperform the competition. One way to do this is by maximizing operational flexibility by leveraging third parties and minimizing their own assets, which frees them to focus on controlling the supply chain. By becoming virtually vertical, companies get beyond their own limitations. Efficient product individualization is another factor in improved productivity. Leaders in the automotive and durable consumer goods industries are addressing it with a focus on flexibility. Volkswagen, for example, has used modular product platforms to foster product variety in large-scale production. Manufacturers are also introducing modular building blocks for greater Figure 2 Move beyond traditional lean manufacturing to focus on input factors and functions Operations excellence strategy Traditional lean focus Interoperability Flexibility and modularization Resources Lean Labor Assets Input factors Going beyond lean Direct manufacturing Fully capturing the impact of lean Indirect manufacturing Functions Source: A.T. Kearney analysis 4
6 cost efficiency. The modules enable factories to exchange product families to maximize facility usage and regain productivity advantages. Still, the scope for modularization extends far beyond the production line (for example, to organizational structures across factories). So when it comes to finding the next productivity frontier in manufacturing operations, expand your horizons by revisiting the effectiveness and scope of existing lean initiatives and work together with both internal functions and other players in your company s ecosystem to find additional joint productivity opportunities. 3. Shifting labor relations will increase the number of managed relationships Despite increasing automation, people remain among the most important resources to any manufacturing operation. That s reason enough to shift interactions with workers higher up on the priority list. It wasn t so long ago that unions were losing members and seemed to be losing influence in companies and in politics. In Great Britain, for example, union density decreased sharply from 50 percent in 1980 to less than 27 percent in Yet today, almost everywhere in the world, workforces have established increasing numbers of networks and groups representing their interests to counterbalance this past trend. In previously non-unionized countries, such as China, organized labor s political and operational influence is growing. Even in Western economies, specialist unions that represent small groups are on the rise and are successfully exerting their influence. For example, Lufthansa has faced strikes from many interest groups during the last several years, including those representing their ground personnel, crew, airport security staff, and air traffic control personnel. Rather than having to interact solely with large unions, a new, more fragmented landscape is emerging. When looking for the next productivity frontier, expand your horizons by revisiting the effectiveness and scope of existing lean initiatives. This growing labor relations trend is already challenging the manufacturing world. Low-cost locations suddenly require an increased focus on the human resource, while at home, the stakeholder landscape of labor relations is expanding. On top of this, international union networks are emerging, and the shortage of skilled labor worldwide is forcing manufacturing executives to rethink how they approach labor relations. Being strategically and tactically ready for this new situation is vital. A fresh assessment of possible exposure to these issues can help identify new vulnerabilities and provide a benchmark for actively monitoring future changes in both domestic and international locations. Based on what you find, decisions are made about developing mitigation strategies and contingency plans to shape labor relations and, ideally, to move toward a better model of cooperation with your workers and workforce representatives that fosters a true entrepreneurial spirit. 6 Chris Wright, What role for trade unions in future workplace relations?, Acas, September
7 Identifying Blind Spots on the Periphery In the latter half of our examination of what's shaping the manufacturing landscape, we look at three driving forces that may pose worrisome blind spots if competitors recognize their importance before you do. 1. Heed the power shift from West to East The transformation of the Chinese manufacturing industry is another driving force that should be on every manufacturing executive s agenda, and not only those with factories in China. Many leading Western companies have interdependencies with China, either as a sales market, a location for manufacturing sites, or as a source for suppliers. In addition, Chinese companies international M&A activities have increased noticeably. China s prominence means that rumbles felt within its borders are felt worldwide. China is an important provider of manufactured goods and even more a consumer of capital equipment and consumer products. Due to rising labor rates, targeted to increase by 10 to 20 percent annually in the coming years, the Middle Kingdom is losing its status as the number one low-cost country in the public debate. (The cost advantage to Western countries still remains significant, however.) It would also benefit from investing in vocational education and the acquisition of skills among its putative future human resources. High turnover rates continue to get in the way of implementing efficient processes, too. It is vital to fully understand the changes and risks in your supply chain. Yet, the pace at which China has developed during the past 10 years makes it likely that it will continue to advance rapidly. A shift from low technology and low-productivity manufacturing to high technology and high productivity is already happening, although at a fairly moderate pace, as many Chinese companies adopt automation to compensate for higher labor costs. The best Chinese factories employ Japanese or German lean experts to reach the next levels of productivity. In fact, we expect rising labor costs in China to make Chinese manufacturing in the midterm more competitive. We see this happening particularly in the original device manufacturer segment focused on consumer electronics and represented by companies such as Wistron, Compal, and Foxconn, whose manufacturing footprints extend across China. It is noteworthy that the next source of Chinese productivity gains is within the multilayered and oversized overhead of the management and engineering areas. A closer look at front-runners such as automotive suppliers indicates that this trend is already under way. Labor-intensive, low-technology production is moving to new low-cost countries such as Vietnam and Bangladesh. Meanwhile, a flow of high-end production from Western countries to China, spurred mainly by a favorable productivity and labor-cost ratio, local market importance, and duty-free delivery, will compensate for this movement. Indeed, the power shift from West to East calls for action now, beginning with a review of your existing footprint strategy and the productivity levels that will be required to respond to influences from the East. 6
8 2. Achieve true end-to-end optimization, from raw materials to recycling Today, the trend is to focus on core competencies, with manufacturers transferring numerous functions to suppliers and other third parties. The extent of vertical integration and the importance of manufacturing often decrease in the process. In Germany, for example, vertical integration in the automotive industry, specifically with original equipment manufacturers, has fallen to about 20 percent of manufacturers. 7 At the same time, a company s influence over its own manufacturing cost structure has waned. To realize full manufacturing potential requires adopting a true end-to-end perspective that expands optimization, from raw materials suppliers to end consumers and even recycling. Best-practice companies are already capitalizing on their manufacturing know-how to boost both internal performance and that of suppliers along multiple tiers. This trend has found firm footing in the automotive industry with upstream and high-touch supplier fitness programs. Even market-oriented companies such as Mondelēz, Bosch, and Siemens Home Appliances have launched joint initiatives and expect high payback in terms of cost competitiveness, more innovation, and improved delivery performance and quality. In addition, new collaborative opportunities are emerging, from joint factories and other assets to formal and informal best practice exchanges. We should see increased downstream optimization as well, driven by joint manufacturing forecasting and planning, value-added service specialists, and capitalizing on customer intimacy to encourage recycling of materials. The key here is to take advantage of your true end-to-end optimization opportunities to get back into the driver s seat and achieve a full value-add process. Undoubtedly, the importance of manufacturing in this process will rise again as a consequence. 3. Know the elevated risk and volatility that will challenge global supply chains Supply chains have developed rapidly in the past decades as they have become more global and efficient. At the same time, they are more exposed to different and higher risk levels. Natural disasters and economic disruptions have caused immense financial and reputational damage to global supply chains. Examples include the tsunami and nuclear catastrophe in Japan, economic uncertainty in the eurozone, and volatile and politically uncertain African markets. Clearly, mitigating these risks is a crucial role for manufacturing executives to safeguard material flows via upstream elements in the supply chain. Integrating manufacturing with risk management for the entire corporate supply chain is a strong first step. Winners in this new environment of elevated risks and volatility will be those companies that understand the risk drivers and build in resilience and effective response mechanisms. Among the first movers addressing this strategic trend is Toyota, whose misfortunes as a result of multiple catastrophic events in recent years is widely known. Thanks to a risk management plan it put in place, even though the company cannot predict the nature of future supply chain disruptions, it now ensures that it is prepared and organized in a way that will allow it to recover within two weeks of any disaster. It is vital to fully understand the changes and risks in your supply chain, not only as they could occur within your industry, but also as they could affect the industries of your suppliers and customers. Constant monitoring of risks and making corrections after noting early warning signs is an excellent first measure. Also, it is wise to develop and align mitigation action plans across functions as well. 7 BDI (Federation of German Industry) 7
9 Leading Into the Future: Prepare for Rapid Change It is true that the world often takes manufacturing for granted. But when disruptive trends change manufacturing in fundamental ways, all eyes turn to those capable of navigating the rapid shifts with insightful and responsive strategies. Adopting an approach that isolates and evaluates the most relevant trends within the six core areas of your manufacturing business is essential for formulating strategies that deliver both an immediate impact and a longer-term advantage. Watch for more papers in this series as we examine the disruptive trends affecting manufacturing. Authors Bernd Schmidt, partner, Düsseldorf Patrick Van den Bossche, partner, Washington, D.C. patrick.van.den.bossche@atkearney.com Marc Lakner, partner, Berlin marc.lakner@atkearney.com The authors wish to thank the members of the firm s future of manufacturing team for their valuable contributions to this paper. 8
10 A.T. Kearney is a leading global management consulting firm with offices in more than 40 countries. Since 1926, we have been trusted advisors to the world's foremost organizations. A.T. Kearney is a partner-owned firm, committed to helping clients achieve immediate impact and growing advantage on their most mission-critical issues. For more information, visit Americas Atlanta Bogotá Calgary Chicago Dallas Detroit Houston Mexico City New York Palo Alto San Francisco São Paulo Toronto Washington, D.C. Asia Pacific Bangkok Beijing Hong Kong Jakarta Kuala Lumpur Melbourne Mumbai New Delhi Seoul Shanghai Singapore Sydney Taipei Tokyo Europe Amsterdam Berlin Brussels Bucharest Budapest Copenhagen Düsseldorf Frankfurt Helsinki Istanbul Kiev Lisbon Ljubljana London Madrid Milan Moscow Munich Oslo Paris Prague Rome Stockholm Stuttgart Vienna Warsaw Zurich Middle East and Africa Abu Dhabi Dubai Johannesburg Manama Riyadh For more information, permission to reprint or translate this work, and all other correspondence, please insight@atkearney.com. The signature of our namesake and founder, Andrew Thomas Kearney, on the cover of this document represents our pledge to live the values he instilled in our firm and uphold his commitment to ensuring essential rightness in all that we do. A.T. Kearney Korea LLC is a separate and independent legal entity operating under the A.T. Kearney name in Korea. A.T. Kearney operates in India as A.T. Kearney Limited (Branch Office), a branch office of A.T. Kearney Limited, a company organized under the laws of England and Wales. 2014, A.T. Kearney, Inc. All rights reserved.
10 Steps. to Achieve Virtual Integration. A guide to building a bond of game-changing collaboration
10 Steps to Achieve Virtual Integration A guide to building a bond of game-changing collaboration Capturing the power of integration without a merger Virtual integration Manufacturer Benefits Jointly pursue
More informationDigital Excellence index
Digital Excellence index Key findings - September 2018 Marko Derča, Vice president, Head of Digital Transformation, Eastern Europe Marko.derca@atkearney.com 1 Digital transformation is entering a new phase,
More information(R)Evolution in the Telco & Media Sector
15. konference Telekomunikacije (R)Evolution in the Telco & Media Sector Future challenges - Extract November 2014 Marko Derča This document is exclusively intended for selected client employees. Distribution,
More informationThe Rise of the Female Economy in B2B a source of UK competitiveness
A.T. Kearney in association with the CBI The Rise of the Female Economy in B2B a source of UK competitiveness January 29 th 2014 Agenda Introduction Part 1: The six drivers: Why is the female economy important
More informationWarehousing: Charting the Way to a Winning Strategy
Warehousing: Charting the Way to a Winning Strategy Strong headwinds are challenging how companies operate their warehouses. Successful navigation hinges on optimizing capacity, improving utilization,
More informationC3X: Looking Back at Five Years in the Chemicals Industry
Fifth Anniversary Edition C3X: Looking Back at Five Years in the Chemicals Industry The Chemical Customer Connectivity Index examines market developments and how chemical manufacturers and their customers
More informationBusiness transformation and the role of change agents
Kuwait Change Management Conference Business transformation and the role of change agents Presentation Kuwait, December 2017 Eduard Gracia Principal A.T. Kearney Every major business transformation is
More informationFuture of Retail Banking in Romania
What do Banking Executives expect to happen Future of Retail Banking in Romania Survey Summary May 2014 Bucharest Agenda Executive summary "Future of Retail Banking in Romania" survey Y8YbtcQklln07kHyQ1
More informationFrom the Back Office to Strategic Thought Leadership
From the Back Office to Strategic Thought Leadership Driving Organizational Value with Knowledge Management APQC Houston, May 13 th, 2011 Helen Clegg Hugo Evans [Herding Cats Video] A.T. Kearney xx/mm.yyyy/00000
More informationRetail Banking: A Wealth of Opportunity for Retailers?
Retail Banking: A Wealth of Opportunity for Retailers? The retail banking sector, facing unprecedented change, offers an exciting opportunity for new entrants and particularly retailers if they ask the
More informationConducting the End-to-End Value Chain Orchestra
Mastering Disruptive Change in Manufacturing Conducting the End-to-End Value Chain Orchestra Optimization and synchronization among value chain partners may one day make a zero-inventory value chain a
More informationJANAF's International Oil Conference
Client logos should not be used on title page unless it is required by client to maintain brand continuity. To add a color block or a picture here, select from alternate title pages in A.T. Kearney Library
More informationThe Purchasing Chessboard
The Purchasing Chessboard In turbulent times, markets become more volatile and differentiated. What does this mean for companies and industries worldwide? That a one size fits all supply strategy no longer
More informationA.T. Kearney Aerospace & Defense Services. Creating tangible and lasting results in Aerospace & Defense
A.T. Kearney Aerospace & Defense Services Creating tangible and lasting results in Aerospace & Defense A.T. Kearney s Scope of Expertise A.T. KEARNEY IS A GLOBAL MANAGEMENT CONSULTING FIRM THAT uses strategic
More informationThe Coalition Concept
The Coalition Concept Some suggest treating outsourcing as a marriage; others say it is a transactional arrangement. In our view, outsourcing is a coalition an alliance formed for mutual benefit. 1 It
More informationDigital Lean: The Next Stage in Operations Optimization
Lean: The Next Stage in Operations Optimization Traditional lean needs a turbo-boost from digital to manage rising complexity and increasingly linked value chains. COOs should start investing now in the
More informationThe Digital Imperative in Container Shipping
The Digital Imperative in Container Shipping BCG is the leading strategy advisor in shipping 350+ projects in last 3 years across entire value chain Operators, owners, managers Tanker, bulkers, containers,
More informationProfitable Growth for E-tailers: Managing Fulfillment on a Tightrope
Profitable Growth for E-tailers: Managing Fulfillment on a Tightrope Balancing fulfillment scalability with efficiency through a structured approach can give e-tailers a competitive advantage. 1 Building
More informationReaching Your Digital Full Potential
Reaching Your Digital Full Potential It s not enough to predict the next big technology trend. Or run various digitization initiatives. You need to embrace the digital opportunities across all dimensions
More informationSouth Africa Apparel Retailers Brace for Change
South Africa Apparel Retailers Brace for Change Slow growth is shaking up South Africa s apparel industry. Local retailers that survive or better, thrive must be predictive, responsive, and integrated.
More informationTrade Spend Transformation
Trade Spend Transformation Overcoming Fear to Generate Value Transforming trade spend across brands and channels can be daunting. Six steps can help any organization overcome the fear of change to eliminate
More information7 Pivotal HR competencies for global business in 2017
Your Leadership Partner 7 Pivotal HR competencies for global business in 2017 Karen Fogh-Andersen, Managing Partner Stanton Chase Copenhagen, Denmark March 2017 www.stantonchase.com How companies need
More informationThe Emerging Markets Acceleration Program and Globalization Readiness Index. Capturing Breakthrough Growth in Emerging Markets
The Emerging Markets Acceleration Program and Globalization Readiness Index Capturing Breakthrough Growth in Emerging Markets The Boston Consulting Group (BCG) is a global management consulting firm and
More informationExcellence in Capital Projects: A Goal Yet to Be Achieved
Excellence in Capital Projects: A Goal Yet to Be Achieved There is much room for improvement in capex performance, with a clear gap between leading practitioners and the rest. Embedding best practices
More informationSupply Chain: Going beyond cost & service
Mashik Conference Supply Chain: Going beyond cost & service Presentation document 28 th June 2017 Jan van der Oord Now more than ever, corporations need to rapidly innovate not only to stay ahead but simply
More informationOpportunities for Action in Consumer Markets. Procurement: An Untapped Opportunity for Improving Profits
Opportunities for Action in Consumer Markets Procurement: An Untapped Opportunity for Improving Profits Procurement: An Untapped Opportunity for Improving Profits Deep inside every company is a procurement
More informationPeople, process and technology
People, process and technology Discovering the intelligent connection EY Discovery Services Why EY? Your discovery approach is pivotal. Do it wrong, and you invite risk. Do it right, and discovery acts
More informationFollow the Procurement Leaders: Seven Ways to Lasting Results. A.T. Kearney s 2011 Assessment of Excellence in Procurement Study
Follow the Procurement Leaders: Seven Ways to Lasting Results A.T. Kearney s 2011 Assessment of Excellence in Procurement Study Authors John Blascovich, partner, New York john.blascovich@atkearney.com
More informationPayNet UK Salary Tracker: What is the real cost of living for UK employees today?
PayNet UK Salary Tracker: What is the real cost of living for UK employees today? Overview Hay Group s quarterly PayNet UK Salary Tracker looks at how employees pay compares with a range of key economic
More informationOrchestrating Product Innovation Success in CPG and Retail
Orchestrating Product Innovation Success in CPG and Retail Shifting consumer trends are challenging retailers and CPGs to innovate against unmet needs Unmet Needs Consumer Trends Focus on self-fulfillment
More informationManaging disruption through strategic cost transformation
CII TCM Cost Congress 2017 Managing disruption through strategic cost transformation Conference Presentation 20-Nov-2017 Kaushika Madhavan, Partner A.T. Kearney Indian organizations face multiple disruptions
More informationHigher Visibility, Greater Expectations. A.T. Kearney Indirect Procurement Study, 2010
Higher Visibility, Greater Expectations A.T. Kearney Indirect Procurement Study, 2010 The procurement of indirect goods and services do you mean paper clips, printer paper and temps? We just don t have
More informationPutting the Wholesaler in the Driver s Seat. Best practices from the retail industry to improve profitability and gain competitive advantage
Putting the Wholesaler in the Driver s Seat Best practices from the retail industry to improve profitability and gain competitive advantage Wholesalers are more than supply chain intermediaries controlling
More informationSURVEY OF CORPORATE GOVERNANCE PRACTICES IN EUROPEAN FAMILY BUSINESSES
SURVEY OF CORPORATE GOVERNANCE PRACTICES IN EUROPEAN FAMILY BUSINESSES 1 In the summer of 2014, Russell Reynolds Associates and IESE conducted a survey of 400 of Europe s largest family-controlled businesses.
More informationChina Pursues Excellence in Logistics. A.T. Kearney s Logistics Excellence in China Study
China Pursues Excellence in Logistics A.T. Kearney s Logistics Excellence in China Study While China and the world rebound from the worst economic crisis in 80 years, a new operating paradigm awaits companies
More informationStaying on the Leading Edge
Human Resources Staying on the Leading Edge Five important qualities for aspiring chief human resources officers So you want to be a CHRO. That s an admirable goal, but keep in mind that the responsibilities
More informationPerspectives. Acquiring Your Future
Perspectives Acquiring Your Future Acquiring Your Future Assume that innovation will occur elsewhere. So says Joy s Law, a less famous cousin of Murphy s Law. But for many companies, Joy s is the far more
More informationAdapting to the Inevitable
ThinkForward: A.T. Kearney s foresight series As recent natural disasters illustrate, learning how to deal with a changing climate is an important topic of discussion for governments and businesses worldwide.
More informationGlobal energy transitions
4th European Energy Forum On The Way to COP21 Global energy transitions Presentation Paris, March 12, 2015 Florian Haslauer Agenda for today Lessons learned from the German Energiewende Global Energy Transitions
More informationWine and Spirits: Getting Sustainable Innovation Right
Wine and Spirits: Getting Sustainable Innovation Right While innovation is elusive, our study reveals there are several recipes for success. To capture growth, for the past several years the wine and spirits
More informationAirline Employer Branding: How to measure the Unmeasurable
Airline Employer Branding: How to measure the Unmeasurable Hans Nilsson Global Sector Leader Aviation & Aerospace Partner www.stantonchase.com The global airline industry has changed significantly during
More informationLeadership Jumping Ship. Attracting and retaining the best performers at professional services firms
Leadership Jumping Ship Attracting and retaining the best performers at professional services firms 2 Summary In September 2016, Russell Reynolds Associates surveyed 333 senior executives at professional
More informationFIVE KEY ISSUES WORTHY OF BOARD AND CEO ATTENTION IN CONSUMER PACKAGED GOODS
FIVE KEY ISSUES WORTHY OF BOARD AND CEO ATTENTION IN CONSUMER PACKAGED GOODS 1 1. CEO SUCCESSION Chief executive officer (CEO) turnover among consumer packaged goods (CPG) companies in 2013 was the highest
More informationHay Group Spectrum. The next generation HR solution
Hay Group Spectrum The next generation HR solution Today, you can t afford to have anything less than an integrated approach to HR. An approach that delivers real insights to strategic decision-making.
More informationHealthcare.
Healthcare www.stantonchase.com Stanton Chase is a leader in executive search and leadership consulting with a global footprint, local expertise, and extensive experience across numerous industries and
More informationDAX 30 Supervisory Board Study 2018
DAX 30 Supervisory Board Study 2018 2 Key insights from this year s analysis Super election year 2018 : 35% of seats were up for election 167 continuing mandates 47 re-elections 47 167 42 42 newly elected
More informationDe-Stranding the Strategic Planning Process
De-Stranding the Strategic Planning Process The case for a continual strategic planning capability is unassailable as business leaders today must decipher an external environment marked by volatility,
More informationMaximizing the Make-or-Buy Advantage. A Scenario-Based Approach to Increasing Resilience and Value
Maximizing the Make-or-Buy Advantage A Scenario-Based Approach to Increasing Resilience and Value The Boston Consulting Group (BCG) is a global management consulting firm and the world s leading advisor
More informationEurope s International CEP Market: Solid Growth With Challenges Ahead
Europe s International CEP Market: Solid Growth With Challenges Ahead As international volumes flourish, delivering profits will require juggling several trends while also keeping an eye on a handful of
More informationOpportunities for Action in Industrial Goods. Getting Procurement Right: Positioning the Center to Capture Value
Opportunities for Action in Industrial Goods Getting Procurement Right: Positioning the Center to Capture Value Getting Procurement Right: Positioning the Center to Capture Value The current economic slowdown
More informationShifting the Board s Focus from Compliance to Engagement: Best Practice Examples to Unlock Latent Value
Shifting the Board s Focus from Compliance to Engagement: Best Practice Examples to Unlock Latent Value By Steve Goodman and Roopa Foley Board members today must grapple with increasingly complex matters
More informationLarge Capex Projects: Solving the ROI Dilemma
Large Capex Projects: Solving the ROI Dilemma Striking the right balance between capital expenditures and financing options is key to maximizing return on investment in large capex projects. 1 A new steel
More informationWe help organisations. work. by transforming strategy into reality
We help organisations work by transforming strategy into reality 2 Helping organisations work Hay Group is a global management consulting firm that works with leaders to transform strategy into reality
More informationFluid Boundaries, New Challenges
Fluid Boundaries, New Challenges How Digital Transformation Changes Functional Leadership Disruptive technological change is the new reality. In retail, Amazon will now deliver almost anything in two days
More informationOpportunities for Action in Financial Services. Refocusing on Costs
Opportunities for Action in Financial Services Refocusing on Costs Refocusing on Costs Thanks to rapid economic expansion and widespread industry consolidation, banks have grown dramatically during the
More informationassessment in the middle east
The key challenge facing Middle Eastern companies is how to identify and empower the next generation of leaders who can make their businesses compete on the global stage. The purpose of this paper is to
More informationEnhancing New Director Performance and Impact
Enhancing New Director Performance and Impact 2 Executive summary Boards are increasingly seeking to diversify their membership and draw on expertise from a wider variety of sources. As a result, they
More informationRemCo Chairs in the Spotlight
RemCo Chairs in the Spotlight 2 Executive Summary As investor pressure on boards to reduce excessive pay and introduce greater transparency has increased, so too has the level of media scrutiny, with compensation
More informationAI Adoption Drives Agility in HR
AI Adoption Drives Agility in HR Karen Fogh-Andersen Managing Partner Stanton Chase Copenhagen Bernardita Mena Aldunate Managing Partner Stanton Chase Santiago www.stantonchase.com Executive Summary Artificial
More informationHealth Care Viewpoint
Turning Industry Turbulence to Advantage Lessons From Other Industries Health Care Viewpoint Number 7 Bain health care expertise As the year 2000 approaches, the health care industry is still turbulent.
More informationClear Eyes Provide Boards with Better Vision. Insights into Activist Investors Approaches to Targeting Boards
Clear Eyes Provide Boards with Better Vision Insights into Activist Investors Approaches to Targeting Boards 2 Clients who are anticipating or early in the process of an activist situation, and a potential
More informationBoards and Board Evaluations: A Missed Opportunity Erik P.M. Vermeulen
Boards and Board Evaluations: A Missed Opportunity Erik P.M. Vermeulen Shareholders Legal/Moral Owners = Corporate ACCOUNTABILITY Board of Directors CEO/Executives Staff EMPOWERMENT Governance Compliance
More informationOpportunities for Action in Operations. What Is Globalization Doing to Your Business?
Opportunities for Action in Operations What Is Globalization Doing to Your Business? What Is Globalization Doing to Your Business? Across industries worldwide, globalization is reshaping the playing field
More informationOpportunities for Action in Industrial Goods. Making E-Procurement Real Now
Making E-Procurement 1/29/01 1:38 PM Page 1 Opportunities for Action in Industrial Goods Making E-Procurement Real Now Making E-Procurement Real Now Electronic procurement is supposed to be the slam dunk
More informationGovernance Watch Webcast #1: Best Practices in Board Succession Planning
Governance Watch Webcast #1: Best Practices in Board Succession Planning In the ever-evolving market, boards must carefully consider how they will both lead and adapt along with their organizations. In
More informationStanton Chase Best Practice Methodology In Executive Search. Step 1: Talent Acquisition Mindset. Your Leadership Partner
Your Leadership Partner Stanton Chase Best Practice Methodology In Executive Search Step 1: Talent Acquisition Mindset October 2017 www.stantonchase.com Stanton Chase is unique in the executive search
More informationAssuming a professional mantle: UK arts boards examined
Assuming a professional mantle: UK arts boards examined 2 Assuming a professional mantle: UK arts boards examined Amidst a broader governance debate spreading across sectors, UK cultural boards must contend
More informationConsumer Products & Services
Consumer Products & Services Global Consumer Products and Services Practice Group www.stantonchase.com Stanton Chase is a global leader in executive search and leadership consulting with extensive experience
More informationReducing Complexity in Retail Banking: Simple Wins Every Time
Reducing Complexity in Retail Banking: Simple Wins Every Time Banks offer a dizzying array of products and services. Add to the mix new regulations and shifting customer needs, and the industry becomes
More informationHealth Care Viewpoint
Managing for Leadership During Industry Consolidation Health Care Viewpoint Number 3 Bain health care expertise As the year 2000 approaches, the health care industry is still turbulent. Customer requirements
More informationPerspectives. The Hardball Manifesto
Perspectives The Hardball Manifesto The Hardball Manifesto This Perspective is adapted from the authors new book, Hardball: Are You Playing to Play or Playing to Win? (Harvard Business School Press, October
More informationOpportunities for Action in the Automotive Industry. Devising a Customer Retention Plan That Works
Opportunities for Action in the Automotive Industry Devising a Customer Retention Plan That Works Devising a Customer Retention Plan That Works New forms of automotive retailing, including the increasing
More informationWarding Off Disruption
Financial Services Warding Off Disruption How Incumbent Canadian Financial Institutions Can Attract (and Retain) Innovative Talent With the increased growth of fintech companies, large Canadian financial
More informationphysician Developing Accelerate the development of those responsible for transforming your business
Developing physician Accelerate the development of those responsible for transforming your business Physicians across the country are increasingly being asked not only to serve in their traditional role
More informationBoost Your Career. Research & Talent Acquisition Specialist.
Boost Your Career Research & Talent Acquisition Specialist www.stantonchase.com Join the Winning Team at Stanton Chase Come join a world-leading team of executive search professionals. Stanton Chase has
More informationOpportunities for Action in Information Technology. Clusters and Nuggets: Mastering Postmerger IT Integration
Opportunities for Action in Information Technology Clusters and Nuggets: Mastering Postmerger IT Integration Clusters and Nuggets: Mastering Postmerger IT Integration In an age when corporate mergers are
More informationOpportunities for Action in Consumer Markets. Innovation to Cash: Orchestrating in the Consumer Industry
Opportunities for Action in Consumer Markets Innovation to Cash: Orchestrating in the Consumer Industry Innovation to Cash: Orchestrating in the Consumer Industry To generate the growth they need, consumer
More informationWinning. strategy. The World s Most Admired lead the way in board governance and human capital management
Winning strategy The World s Most Admired lead the way in board governance and human capital management 4 2007 The 2007 study into the World s Most Admired Companies highlights the board s role in effective
More informationPlastics. The Future for Automakers and Chemical Companies
Plastics. The Future for Automakers and Chemical Companies As legislative bodies hammer out laws to reduce man-made emissions, and $150-a-barrel oil seems feasible, it is fair to project that by 2020 plastics
More informationCFO and Financial Executives
CFO and Financial Executives www.stantonchase.com Stanton Chase is a leader in executive search and leadership consulting with a global footprint, local expertise, and extensive experience across numerous
More informationConsumer Products & Services.
Consumer Products & Services www.stantonchase.com Stanton Chase is a leader in executive management and board search with global reach, local expertise, and extensive experience across numerous industries
More informationUnderstanding the Role of the Chief Strategy Officer
Understanding the Role of the Chief Strategy Officer The Boston Consulting Group (BCG) is a global management consulting firm and the world s leading advisor on business strategy. We partner with clients
More informationCargo Sales & Service Presentation. Air Logistics Group
Cargo Sales & Service Presentation Air Logistics Group Air Logistics Group Introduction Introducing Air Logistics Group IATA Approved Over $450m cargo sales 280 employees worldwide Experienced management
More informationAndrew Clark Daniel West Stuart Groves. Achieving Cost Leadership A Sustainable and Pragmatic Approach
Perspective Peter Bertone Andrew Clark Daniel West Stuart Groves Achieving Cost Leadership A Sustainable and Pragmatic Approach Contact Information London Peter Bertone Senior Partner +44-20-7393-3205
More informationData leadership: Defining the expertise your organization needs
Technology Officer Practice Data leadership: Defining the expertise your organization needs The world of data and analytics is evolving at a pace unseen in recent memory, with major talent implications
More informationIn a New Era for Boards, Culture Is Key
In a New Era for Boards, Culture Is Key A healthy board culture is increasingly recognized as an important element of board performance. But unlike other areas of board governance composition, risk, succession
More informationThe Development of Renewable Energies in Russia New Opportunities for Russian-German Cooperation
Chris Schmidt - istockphoto The Development of Renewable Energies in Russia New Opportunities for Russian-German Cooperation Dr. Jürgen Friedrich CEO Germany Trade & Invest Smart Companies choose Germany.
More informationSnapshot of our Banking and Finance practice
Snapshot of our Banking and practice 2 Snapshot of our Banking and practice What you can expect from us Tier 1 Firm for Banking in Germany Legal 500 2017 Chambers Global 2016 IFLR1000 2017 Leading Law
More informationPENRHYN AUTOMOTIVE. Finding world-class leaders in a fast-moving industry
PENRHYN AUTOMOTIVE Finding world-class leaders in a fast-moving industry Penrhyn International is a leading global network of retained executive search firms, with offices in over 45 major economic centers
More informationAre Europe s Banks Ready for SEPA and Beyond?
Are Europe s Banks Ready for SEPA and Beyond? Banks in Europe still face many challenges replacing legacy payment formats as full implementation of the Single Euro Payments Area draws near. 1 Against a
More informationRealize Your Ambitions.
Realize Your Ambitions www.stantonchase.com Join the Winning Team at Stanton Chase Come join a world-leading team of executive search consultants. Stanton Chase International has grown in size, scope and
More informationInnovation: Are You Focused on the Perfect over the Optimal?
Executive Agenda : Are You Focused on the Perfect over the Optimal? Design hotel rooms on a single platform as automakers design cars? Sounds crazy. But Accor, a European hotel chain, adopted this plug-and-play
More informationDo You Have a Successor?
Legal, Compliance & Regulatory Do You Have a Successor? Many general counsel believe they have an internal successor, but do CEOs and boards agree? Many general counsel are confident that they have groomed
More informationThe Five Things I Wish I Had Known When I Was Promoted to the C-Suite
The Five Things I Wish I Had Known When I Was Promoted to the C-Suite I wish I had known then what I know now. The Five Things I Wish I Had Known When I Was Promoted to the C-Suite I wish I had known then
More informationNew Director Onboarding: 5 Recommendations for Enhancing Your Program
Boards Practice New Director Onboarding: 5 Recommendations for Enhancing Your Program As the spotlight on boardrooms continues to intensify, corporate boards are evolving in new ways. They are increasingly
More informationChallenging Stakeholders
5 Ways to Engage Challenging Stakeholders Graham Crawshaw MCIPS Director of Content December 2016 Not familiar with CASME? 40 benchmarking reports and procurement guides published each year A network of
More informationA CAREER IN LAW.
A CAREER IN LAW Contents: 3 4 5 6 7 Introduction by Lisa Botha, Partner About Allen & Overy Vacation Scheme Articles Applying to Allen & Overy 2 Introduction by Lisa Botha, Partner Welcome to Allen & Overy.
More informationService-Oriented Transformation. A proven approach for large-scale change
Service-Oriented Transformation A proven approach for large-scale change From conception to implementation, most large-scale business transformations face what seem like an unending array of obstacles,
More informationTransport and Logistics: Five leadership Issues Worthy of Board and Executive Attention
Transport and Logistics: Five leadership Issues Worthy of Board and Executive Attention 1 2 Introduction The transportation and logistics (T&L) industry is going through rapid changes in the face of globalization,
More informationOpportunities for Action in the Automotive Industry. Rethinking Automotive Purchasing: From Price Pressure to Partnership
Opportunities for Action in the Automotive Industry Rethinking Automotive Purchasing: From Price Pressure to Partnership Rethinking Automotive Purchasing: From Price Pressure to Partnership Over the last
More information