Strategic Change Requires Organizational Readiness

My daughter is graduating with a master’s degree in Healthcare Informatics (a broad academic field encompassing computing technologies and development in healthcare). I asked her what here career plans were with a degree in this very hot field and her answer surprised me. She said that she wanted to lead teams of people who were responsible for designing and implementing new healthcare systems and the organizations to leverage them. I was intrigued by that answer. What title would that be, I asked. She said she didn’t believe it existed, because most organizations have different groups who are responsible for technology and organizations.

She went on to explain (more…)

If you or your stakeholders think that embracing the status quo is the path to thriving, then think again! – Think you can sit back and coast for a few weeks, a few months, a few years? Think again! – Think your competitors will sit back and coast for a few weeks, a few months, a few years? Think again! G. K. Chesterton wrote, “If you leave a thing alone you leave it to a torrent of change. If you leave a white post alone it will soon be a black post. If you particularly want it to be white you must be always be painting it again; that is, you must be always be having a revolution.” Without intervention , without progressive change, without revolution, everything in our work and our lives gets worse . Our (more…)

An executive once asked “at what revenue level does it make sense to adopt mass customization to improve business execution?” From the perspective of manufacturing products, it is one thing to be a “customizer” and quite another to be a “mass customizer.” Here’s how business leaders need to think about this issue. It is possible to produce customized products with inefficiencies that only grow as (more…)

EL PASO, Texas, April 28, 2014 /NEWS – The Tecma Group of companies recently recorded a podcast with the Los Angeles-based CEO of Group 50 Consulting, Jim Gitney, regarding the growing interest in the global manufacturing trends of total cost of ownership and nearshoring. During the approximately thirty minute session, Gitney explains how the industrial site selection process is no longer an exercise in chasing low manufacturing wages around the globe in order to determine which country, or countries to produce goods in. He asserts (more…)

Group50 focuses on elevating the strategic execution performance for its clients in 5 practice areas which are covered in this interview with Jim Gitney, the CEO of Group50 Consulting. – Strategic Execution – Organizational Development – Manufacturing and Distribution – Global Initiatives – Exit Planning and Transition Readiness

Recently, we have completed some work for a client on the “total cost of ownership differences” in 89 countries. Our results indicated that Mexico is more cost effective than China is in many industries. Surprising results? Learn more in this TECMA podcast on Mexico vs. China manufacturing with Jim Gitney, the CEO of Group50. If you prefer reading a transcript of the interview, you can (more…)

The Tecma Group of companies recently recorded a podcast with the Los Angeles-based president and CEO of Group 50 consulting, Jim Gitney, regarding current global manufacturing trends, such as Total Cost of Ownership, the growing interest in the concepts of “total cost of ownership” and “nearshoring.” During the approximately thirty minute session, Gitney, explains how (more…)

Every organization wants their new hires or transferred employees to “hit the ground running”. This is especially true for millennials who have significantly different expectations and new managers. The faster they get up to speed, the faster they start delivering results. An effective onboarding system will position a new employee or manager for success. It shortens the learning curve and ensures they are a contributing member of the team. Effective onboarding systems focus on these basic tenets: (more…)

Are you ready to exit your business or transition to a new role?  90% of closely held companies don’t have a documented exit plan or transition strategy for the owners. Worse yet, 90% of those strategies that do exist aren’t effectively implemented.

These results are driven by three factors: (more…)

A very interesting read on recent research that indicates that we, as senior leaders, really do need to reconsider how we provide feedback to our employees: vis a vis, something different than yearly static employee evaluations. If you wanted any more evidence that traditional performance appraisal methods are (at best) counter-productive, then new research (more…)