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Improving Worker Productivity through Job Ownership

Most workers have no interest in changing the world. Most don’t even like their jobs. Increasing employees’ job engagement pays high dividends, so how do you motivate the disenchanted on your team to join the job ownership ranks? Through communication, motivation and reward.

Lynn Russo Whylly HR/Employee Strategies April 16 2014

Five Rules How CEOs Can Redefine Winning with Strategic Suppliers

The University of Tennessee set out to research some of the world’s most successful strategic partnerships—including those at P&G, McDonald’s and Microsoft—to see how and why these relationships added value. The research identified five principles that CEOs everywhere can use to transform supplier relationships.

Kate Vitasek CEO Briefing Newsletter , Operations , Supply Chain/Logistics April 6 2014

Facing the Seven Biggest Challenges in Manufacturing

It’s no secret that American manufacturing has faced a number of significant obstacles. People say the industry is known for low wages, subpar working condition, and continual quality control issues, none of which help attract new workers — but are those actually the biggest challenges facing manufacturing right now?

Tom Bonine Manufacturing , Manufacturing Newsletter , Operations , Talent Management April 1 2014

3 Reasons Why IT Frustrates CEOs and What They Can Do About It

While most CEOs realize that computers have produced significant productivity, many remain frustrated with their company’s Information Technology activity due to: 1) Poor communication, 2) Persistent Unresolved Difficulties; and 3) Surprises.

Tom Pettibone CEO Briefing Newsletter , Leadership & Strategy , Operations March 31 2014

Does Your Wellness Program Hurt Your Profit…and Maybe Even Your Employees?

Suppose a vendor made you this proposal: “Pay us to take your employees off the job for medical tests that the government specifically says are unnecessary, and then send them to the doctor (at your expense) even though the Journal of the American Medical Association (JAMA) says healthy adults don’t benefit from checkups. We also want you to bribe or even fine employees to drive participation. Despite this adverse morale impact and wasted time and money, we promise you’ll reduce your healthcare spending, mostly because we’ll make up the savings numbers.” Here’s a solution.

Al Lewis and Vik Khanna CEO Briefing Newsletter , Leadership & Strategy , Operations March 2 2014

Manufacturers to D.C.: Make Us a Can-Do Nation Again

Prior to the President’s State of the Union address, National Association of Manufacturer’s (NAM) chairman Doug Oberhelman (CEO of Caterpillar) and NAM president Jay Timmons posted this article on Real Clear Politics offering a challenge to our political leaders in taking steps to revive manufacturing. They cite the Skills Certification System as a critical pillar in our manufacturing economy.

Doug Oberhelman & Jay Timmons CEO Briefing Newsletter , Manufacturing , Operations February 9 2014

4 Workplace Flexibility Trends for…2015

In this predictable interval of 2014 prognostications, let’s think a little further ahead.

Shani Magosky CEO Briefing Newsletter , Leadership & Strategy , Operations January 26 2014

6 Steps To Ensure Nadella’s Success at Microsoft

With the appointment of Microsoft CEO Satya Nadella come expectations for him to make some quick changes. But is this wise? The six steps offered here could help guide any freshly minted CEO.

Aubrey Daniels CEO Briefing Newsletter , Leadership & Strategy , Operations March 2 2014

Using Genchi Genbutsu as the Ultimate ERP and Management System

Toyota Productions Systems’ (TPS) leadership and their employees refer to it as, “genchi genbutsu.” It is one of the most important and powerful analytical tools available to the executive today. What is it, and how can chief executives use the tool to help them improve their businesses and the performance of their employees?

Colin Baird CEO Briefing Newsletter , Operations December 1 2013

CEOs: Don’t Prepare the Pink Slips Just Yet

Conventional wisdom and common sense suggest that the greatest ongoing expense for most companies is labor. Keeping labor costs in line will maintain or even boost profitability, so that management fable goes. But more and more companies are concentrating an increasing portion of spend on third-party suppliers this “virtualizing” their operation rather than struggling with internal labor and physical overhead. This forces leaders to re-think what it means to be a “company.”

Matthew Eatough CEO Briefing Newsletter , Leadership & Strategy , Operations , Talent Management November 10 2013

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