July 30, 2018

Emotional Intelligence - Subject Update









2017

Prof Marc Brackett
Google Talks
6 July 2017

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2013


Prof Marc Brackett - Yale University
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July 29, 2018

Operational Excellence - Bulletin Board and Subject Update



Require all process owners to effectively communicate performance expectations in a daily, positive, and meaningful manner (huddle or tailboard).

Recipes for Risk Reduction
By Kevin McManus, Chief Excellence Officer, Great Systems
https://greatsystems.com/2018/07/risk-reduction-recipes/


A New Era of Enterprise Excellence" - Max Brown's Shingo Conference Keynote
2014
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July 28, 2018

Facility Decisions: Network Design in the Supply Chain - Review Notes

Supply Chain Network Design

1. The role of facility decisions in a supply chain
2. Factors influencing network design decisions
3. A framework for network design decisions
4. Models for Facility location and capacity allocation
5. Making network design decisions in practice

The role of facility decisions in a supply chain


During supply chain network design facility related decisions are made. The decisions are:

1. What is the role of the facility?

What processes are done at the facility.

2. Location Where should facilities be located?

3. Capacity decision How much capacity is to be created

4. Market and supply allocation - What markets should each facility serve? Which supply sources should feed each facility?

Supply chain facilities are manufacturing, storage and transportation-related facilities. We may need to think of adding information processing facilities also to them to have a wider view of the facilities used in supply chains. Location of these facilities, capacity of these facilities, capacity allocated to them in an period and role given to them etc. are facility related supply chain decisions. Facility decisions are referred to as supply chain network decision decisions.


Decision regarding role become important in providing flexibility. If facilities can serve demand in a region globally there is more flexibility. Similarly in a multi-product firm, if facilities can produce large number of products, there is flexibility.


Factors Influencing Facility Decisions


Strategic Factors

    Strategic Focus of the Company
    Cost leadership or Responsiveness

    Strategic Role of Each Facility


  1. Off shore facility
  2. Source facility
  3. Server facility
  4. Contributor facility
  5. Outpost facility
  6. Lead facility





Technological Factors

If available production technology displays significant economies of scale, a few high-capacity location are most effective and accordingly supply chain will have less number of facilities.

Instead, if fixed costs are low, many local facilities are preferred.

Economic Incentives - Macroeconomic Factors

These include taxes, tariffs, exchange rates and other economic factors that are not internal to an individual firm.

Political Factors

The political stability of the country is an important criterion for locating facilities.

Infrastructure

Key infrastructure elements that effects costs of sourcing, making and distributing are availability land and buildings, labor availability, proximity to transport terminals, rail service, proximity to airports and sea ports, highway access, ease of goods traffic and local utilities.
Competition

A Framework for Network Design Decisions


Phase I  Developing Supply Chain Strategy

Phase II. Regional Level Decisions

Phase III. Selecting Desirable Sites in Each Region

Phase IV. Choice of Location


Models for Facility Location and Capacity Allocation


Gravity Location Models

Gravity models are used to find locations that minimize the cost of transporting raw materials from supply sources to conversion facilities and from them to market serving facilities.

Network Optimization Modes

Locating plants and warehouses simultaneously
m  number of markets or demand points
n  number of potential factory locations
l number of suppliers
t  number of potential warehouse locations

D annual demand customer j
K  annual capacity of factory at site I
S  annual supply capacity at sup h
W  annual warehouse capacity at site e
F  fixed annual cost of locating plant at site I
f  fixed an cost of locating warehouse
chi  cost of shipping one unit of supply source ha to site e
cie factory I to warehouse e
cej warehouse e to customer j

Minimize total cost
fixed cost factories fixed cost warehouses  total cost warehouse to market  total cost factory to factories  total cost suppliers factories


Uncertainty and Network Design

Updated 29 July 2019,  29 June 2018

29.9.2013

July 21, 2018

The Functions of Executive - Chester Barnard - Important Points and Summary



Most cooperation fails in the attempt, or dies in infancy, or is short-lived.

Failure to cooperate, failure of cooperation, failure of organization, disorganization, disintegration, destruction of organization-and reorganization-characteristics facts of human history.

More specific explanations (for organizations' failure) refer to faults of structure- "defective constitutions"- or to bad functioning, lack of solidarity or spirit, poor leadership or management.

A part of the effort to determine individual effort takes the form of altering the conditions of behavior, including a conditioning of the individual by training, by the inculcation of attitudes, by the construction of incentives. This constitutes a large part of the executive process, and is for the most part carried out on the basis of experience and intuition.  (p.15)

Persons choose whether or not they will enter into a specific cooperative system. This choice will be made on the basis of (1) purposes, desires, impulses of the moment, and (2) the alternatives external to the individual recognized by him as available. Organization results from the modification of the action of the individual through control of or influence upon one of these categories. Deliberate conscious and specialized control of them is the essence of the executive functions.  (p.17)

The concrete processes (wherein one individual or two or more individuals in cooperation exert effort) involved are in industries "technologies," in the professions "techniques," in organizations "practices," and "institutions," in religions "rituals," and in private conduct "adoptable behavior," "savoir faire," "selection of appropriate means to end." (p.22)


Chapter XV

The Executive Functions

I. The Maintenance of Organization Communication
II. The Securing of Essential Service from Individuals
III. The Formulation of Purpose and Objectives




Top Management Challenge Areas A to Z: 2017 Blogging Challenge Articles 
http://nraomtr.blogspot.com/2016/12/a-to-z-2017-blogging-challenge-top.html


Updated on 22 July 2018
First published on 5 July 2018


July 14, 2018

Great Leaders and Great Leadership - A to Z Qualities and Activities


Science and Management

https://www.inc.com/lolly-daskal/26-qualities-that-will-lead-you-to-greatness.html



1. Authentic Leadership

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Knowledge at Wharton

2. Braveness

Brave Leaders Inspire Greatness In Others
https://www.forbes.com/sites/davidkwilliams/2014/03/21/brave-leaders-inspire-greatness-in-others


3. Character

THE CHARACTER OF LEADERSHIP
https://iveybusinessjournal.com/publication/the-character-of-leadership/

Are You A Character-Based Leader?
https://www.forbes.com/sites/meghanbiro/2012/09/30/are-you-a-character-based-leader/


4. Decisiveness and Determination


5. Engaging


6. Foresight


7. Goal-oriented


8. Humble


9. Inspiring


10. Just


11. Knowledgeable


12. Listener


13. Motivating


14. Noble


15. Optimistic


16. Progressive


17. Qualitative


18. Reliable


19. Service, Supportive


20. Trustworthy


21. Unbiased


22. Visionary


23. Wisdom


24. Xcellent


25. Yearning


26. Zealous


Updated on 15 July 2018
First published on 30 November 2017

Industry 4.0 Implementation Progress in Top Manufacturing and Service Companies



Industry 4.0 Implementation Progress


General Motors, Ford Motor,  General Electric, Boeing,  Philips,  Johnson & Johnson, Procter and Gamble, PepsiCo

Digital Manufacturing and Design Innovation Institute (DMDII) - Member Companies


INDUSTRY TIER 1:
Dow, Lockheed Martin Corporation, McKinsey, Rolls-Royce, Siemens PLM Software Inc.

INDUSTRY TIER 2:
Autodesk, Boeing, Caterpillar, Coca-Cola, Deere and Company, Duracell, Illinois Tool Works (ITW), Johnson & Johnson, Microsoft, Stanley Black & Decker

INDUSTRY TIER 2.5:
Bain & Company, Faurecia, General Electric (GE), Northrop Grumman, Raytheon Company

INDUSTRY TIER 3:
3D Systems, 3rd Dimension, 89Robotics,

Accu Solve Group, ACE Clearwater, Advanced Dimensional Management LLC, Advanced Engineering Solutions USA Inc, Aegis Software, AE Machines, Alicona, Alta Via Consulting, AMI Global, Amper Technologies, Anark Corporation, Applied Automation Technologies, Applied Optimization Inc, aPriori Technologies, Inc., APX Labs, Inc., ARC Advisory Group, Arconic Power and Propulsion, Arc Precision, Aris Technology, Arthur D. Little Inc., Arysen Corporation, Astronautics Corporation of America, Atlas Tool Works, Aunalytics, Ausco, Inc., Authenticiti, Authentise, Inc.Aztec Plastic Company

Beacon Interactive, BEET, Belden Tools Inc., Big Kaiser, Bluvision, Bosch
Capvidia, Catalytic, CGTech, Chicago Scenic Studios, Chicago White Metal Casting, ChromoLogic
CimData, Inc.. Cimetrix Inc., Cisco Systems, Inc., C-Labs Corporation, ClearBlade, ClearObject
Composite Solutions and Digital Manufacturing LLC, Computer Aided Technology, ConfigureOne
Connected Global Factory, Crafts Technology, Craig Technologies, CreateASoft, CyberPoint International, CyPhy Works

Daqri, Deloitte Consulting, Design Interactive Inc., Design Mill, Devbridge Group, LLC, Dimensional Control Systems, DiMonte Group, DMR International, Dozuki, DP Technology Corp
Dynamic Motion Control

E-gineering
Ekta Flow LLC
Electric Imp
EMNS Inc
Engineering Digital Industry
Entrigna
Erwin Junker Machinery, Inc.
ESI North AmericaEural USA
Factory Physics
Factory Right, LLC
Feralloy Corporation
Festo Automation Group
FlexLab
FlexLink Systems Inc (Coesia)
Forcam
Ford
Fraight Inc.
Fujitsu Network Communications, Inc.
Future Way Designs
Galois
Genesis Systems Group, LLC
Global Data Sciences
Godwin Global
Green Dynamics
Grote Industries
Hallsten Innovations
Halock Security Labs
Hapco Inc
Harbec, Inc.
Hardinge
HL Precision Manufacturing, Inc.
iBASEt
Identify 3D
Imprimis, Inc.
Industrial Measurement Systems
Industrial Network Systems
Integris Group LLC
Integrity Technology Solutions
Intel
International TechneGroup Incorporated
iSynergy Inc
ITAMCO
ITRI International Inc.
Janeiro Digital
Kent Displays
Knoldus
L & J Omnico AGV
Lexmark International
Light Guide Systems
LMI
Lonsberry Engineering
Machine Metrics Inc.
MachiningCloud
MakerSweet
MakeTime
MAL USA
Manpower Group Public Sector Inc.
Mantel Technologies
Manufacturing Laboratories
Manufacturing Systems Insights, Inc.
Marshall, Gerstein & Borun
Mastercam
Materials Data Management, Inc.
Mazak Corporation
Mechdyne Corporation
Mercury Marine
MetaMorph, Inc.
Metrologic Group
MetroSage LLC
MFG.com
Mitutoyo
ML Design Technologies
Montronix
MSC Software Corp.
NarrativeWave
Neal Analytics
Nimbis
Northwest Analytics
Okuma
Omative
OneFire
OptiPro Systems
Optimax SystemsOrion Quality Software
Oshkosh
Palo Alto Research Center
Panduit Corporation
Parallel Works
PDA LLC
PDES, Inc.
Physna
Predictronics Corporation
Procter & Gamble
ProMANAGE
ProPlanner
Proto Labs
PTC, Inc.
Punditas
Quality Tools & Abrasives Inc.
QuesTek Innovations LLC
RAF Automation
RCM Industries, Inc.
Rescale Inc
Retologic
Rockwell Automation
Rockwell Collins
Sage Clarity LLC
Sandvik Coromant
Sanmina
SantosHuman Inc
SBP Consulting Inc.
Scientific Forming Technologies Corp
Scope Technologies US Inc.
Scytec
SensrTrx
Sentient Science
Shape Fidelity
Shure Inc.
Sibley Machine and Foundry Corp
Sigmaxim Inc.
Sigmetrix
SimInsights
Simio
Sivyer Steel Corporation
SPIRE
Spirit AeroSystems
Star Lab Corp
Steelcase
STEP Tools, Inc.
Superior Joining Technologies
Supply Dynamics
SWARM Engineering
Tech Soft 3D, Inc
TechSolve
Tesla Motors
The Innovation Machine
The Lucrum Group
The Northridge Group
ThingWeaver Solutions
Third Wave Systems
Transco Products
Tru-Fab Technology
Tucker Innovations Inc.
Tulip
Twin City Die Castings
TYGES International
Universal Electric
Universal Technical Resource Services
VANTIQ
Virtual Systems Engineering
Visible Assets
Vision Three
Visi-Trak Worldwide
Warwick Analytics
Weasler Engineering Inc
Wes-Tech Automation Solutions
Wipro, LLC
Wittenstein
Wrightwood Precision Products
Xcelgo
Zuken USA Inc.
https://www.uilabs.org/partners/dmdii-partners/industry/






Industry 4.0 in the Volkswagen Group

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Industry 4.0 in the Volkswagen Group
230,723 views
Volkswagen Group
Published on 20 Aug 2015

Learn - How to Become Industry 4.0 Digital Manufacturing Champion


US $421 billion Productivity/Cost Reduction Benefit for Year Due to Industry 4.0 during 2016 to 2020

Revenue increase of US $400 billion per year is also possible. Investment required is $900 billion per year.  


Productivity Analysis of Industry 4.0 - PWC
US $421 billion Productivity/Cost Reduction Benefit for Year Due to Industry 4.0
http://nraoiekc.blogspot.com/2018/07/us-421-billion-productivity-cost.html

Internet of Things A to Z: Technologies and Applications

Qusay F. Hassan
John Wiley & Sons, 09-May-2018 - Technology & Engineering - 704 pages


A comprehensive overview of the Internet of Things’ core concepts, technologies, and applications

Internet of Things A to Z offers a holistic approach to the Internet of Things (IoT) model. The Internet of Things refers to uniquely identifiable objects and their virtual representations in an Internet-like structure. Recently, there has been a rapid growth in research on IoT communications and networks, that confirms the scalability and broad reach of the core concepts. With contributions from a panel of international experts, the text offers insight into the ideas, technologies, and applications of this subject.

The authors discuss recent developments in the field and the most current and emerging trends in IoT. In addition, the text is filled with examples of innovative applications and real-world case studies. Internet of Things A to Z fills the need for an up-to-date volume on the topic. This important book:

Covers in great detail the core concepts, enabling technologies, and implications of the Internet of Things.
Addresses the business, social, and legal aspects of the Internet of Things
Explores the critical topic of security and privacy challenges for both individuals and organizations
Includes a discussion of advanced topics such as the need for standards and interoperability

Contains contributions from an international group of experts in academia, industry, and research

Written for ICT researchers, industry professionals, and lifetime IT learners as well as academics and students, Internet of Things A to Z provides a much-needed and comprehensive resource to this burgeoning field.
https://books.google.co.in/books?id=YmpaDwAAQBAJ




Information on Companies Implementing Industry 4.0 Technology Set


General Motors


https://www.controleng.com/single-article/industrie-40-reducing-downtime-in-automotive-industry/c81e25bc19ea692b235431f4007996d2.html

http://www.industrial-ip.org/en/industrial-ip/internet-of-things/general-motors-harnesses-the-iiot

https://smartcitynews.global/g-m-is-already-repaing-the-fruits-of-industry-4-0-with-its-internet-connected-robots/

https://www.robotics.org/blog-article.cfm/Industry-4-0-Robotic-Applications-in-Today-s-Manufacturing-Environment/49



Ford Motor


https://www.automationworld.com/article/technologies/hmi-hardware/fords-focus-control

http://www.detroitchamber.com/tag/industry-4-0/#.W0eFpqQiOM8

https://www.pesmedia.com/ford-industry-4-0-automation-kuka-robotics/

https://www.zdnet.com/article/ford-ceo-hackett-digital-transformation-means-making-the-business-fit-first/

Cheron

https://industrial-iot.com/2017/11/chevron-partners-with-microsoft-to-fuel-digital-transformation-in-oilfields/

https://www.automationworld.com/article/technologies/simulation-modeling/chevron-uses-schneider-electrics-simsci-dynsim-simulation


General Electric


General Electric, one of the pioneer companies that established the concept of Digital Transformation, promised to deliver extensive applications for the purpose of Industrial IoT. The firm created the buzz for this, in reference to Predix, GE software for IIoT and the very next year in 2014, GE announced a turnover of more than 1 Billion!
http://www.meti.in/ge-and-digital-transformation-journey/

http://www.vir.com.vn/ges-digital-transformation-surfs-the-industry-40-wave-53956.html

http://www.theconnectedplanet.net/general-electrics-industry-4-0-vision/

https://www.ge.com/digital/blog/industry-40-get-started


Boeing


https://www.kuka.com/en-in/industries/other-industries/aerospace

Airbus needs to “disrupt its productivity” by setting up a different mode of organization and employing new means of production
https://rctom.hbs.org/submission/airbus-digitization-on-the-fly/


https://www.telegraph.co.uk/business/boeing-uk/future-of-manufacturing/

https://www.modula.us/news/industry-4-0-logistics-enabler-chosen-by-boeing-and-ge.html

http://aviationweek.com/connected-aerospace/industry-40-s-impact-aviation-design-and-mro

Philips


Helping Philips Lighting enter the Industry 4.0 era
Philips Lighting has calculated that it has made a noteworthy 6% saving in total utilities maintenance costs at the Turnhout facility as a result of the wearables solution.
https://proceedix.com/resources/helping-philips-lighting-enter-industry-40-era


Philips Lighting enters the Industry 4.0 era with mobile procedure platform Proceedix.
Published on January 21, 2016
Peter Verstraeten
CEO at Proceedix
https://www.linkedin.com/pulse/philips-lighting-enters-industry-40-era-mobile-peter-verstraeten/

Using new technologies to assure operational excellence
With PwC, Philips Lighting is well on its way to entering the Industry 4.0 evolution and realising its aim.
https://www.pwc.be/en/news-publications/publications/2017/using-new-technologies-to-assure-operational-excellence.html


Connected Lightning - Industry 4.0 Product
http://www.lighting.philips.com.my/systems/system-areas/office-and-industry/future-industry

Johnson & Johnson



https://manucore.com/ackerman-advanced-planning/

https://www.flexe.com/article/section-1-industry-disrupted/supply-chain-business/


https://executive.mit.edu/blog/neil-ackerman-has-put-his-mit-sloan-executive-certificates-to-workand-to-great-success

https://www.packworld.com/article/contract-packaging/contract-packaging-news-trends/supply-chain-future-digitize-or-die

Johnson & Johnson Applies The Healing Power of the IoT
Published on September 26, 2016
Larry Ludensky
Medical device manufacturing leader, ISO13485 & Industry 4.0, the convergence on Operational & Information technology
https://www.linkedin.com/pulse/johnson-applies-healing-power-iot-larry-ludensky/


Which pharmaceutical companies have adopted the advancements that Industry 4.0 allows?
In December 2017, pharma industry's adoption map:

Johnson & Johnson's Janssen drug unit has been working on its continuous manufacturing process for five years, and won the FDA's approval to switch from batch to continuous manufacturing in 2016 to  produce the HIV drug Prezista.

Novartis – Novartis entered a 10-year research collaboration program with the Massachusetts Institute of Technology (MIT) back in 2007  Two projects based on this collaboration:

CONTINUUS Pharmaceuticals – a center of which purpose is to lead to the creation of novel continuous flow manufacturing technologies for pharmaceuticals

Technikum – Novartis has also initiated the technology transfer from CONTINUUS Pharmaceuticals to its novel continuous manufacturing unit, named the “Technikum”, located in Basel.
https://www.tefen.com/insights/industries/Patient_Care/the_impact_of_industry_40_on_the_pharma_industry


Procter and Gamble


P&G’s digital revolution
McKinsey Quarterly November 2011
Very interesting information
https://www.mckinsey.com/industries/consumer-packaged-goods/our-insights/inside-p-and-ampgs-digital-revolution



PepsiCo


Automation Engineer
Company Name PepsiCo Company Location Langedijk, Netherlands
June 2018
The Automation Engineer has thorough knowledge of automation to support the productivity of the plant installations in Broek op Langedijk. They ensure the correct implementation of new installations as well as changes to existing installations.

Within this role you will:

Maintain and optimize process control systems (Industrial IT).
Failure analysis for automation and take appropriate actions to solve downtime.
Solve complex malfunctions of the PLC / SCADA systems.
Improve existing control systems after performing system analyses.
Within Automation tasks, coordinate communication between Maintenance and Industrial IT partner as well as between Maintenance and Engineering and Suppliers.
Support existing technicians and train technicians in basic automation to solve issues themselves.
Maintain good contacts with BIS (Business Information Systems), CTS (Central Technical Services) within PepsiCo and with equipment specialists within the factory.

We are looking for:

HBO / BA working and thinking skills.
Relevant experience within FCMG industry.
Minimum 5 year working experience with control systems such as PLC / SCADA, DCS and/or MES systems.
Knowledge of industrial networks (Ethernet, Profibus DP / SA, Asi).
Detailed knowledge of Automation software (Allen Bradley and Siemens PLCs, Archestra Wonderware, Rockwell FT Asset Center, GE Proficy) or willing to learn.


Siemens


Learn from the presentation of Ronald Busch, CTO, Siemens on 10 May 2018
https://www.siemens.com/in/en/home/company/fairs-events/innovation-day.html

Other Companies



https://www.gkn.com/en/our-divisions/gkn-powder-metallurgy/innovation-and-trends/industry/


https://www.fiercewireless.com/5g/at-t-qualcomm-others-push-smart-manufacturing-as-a-5g-opportunity


https://www.ibm.com/industries/se-sv/manufacturing/

https://www.ioti.com/industrial-iot-iiot/top-20-industrial-iot-applications



Cecilia Warrol, Teknikföretagen

Philippe Montfort, Renault

Johan Peeters, Bosch Rexroth


https://www.bosch-presse.de/pressportal/de/en/how-bosch-is-connecting-manufacturing%E2%80%93-and-the-benefits-this-brings-workers-and-companies-101120.html

Nicoletta Casanova, FEMTOprint

Siemens

RE'FLEKT


Komppi


Solutions that push the boundaries of welding


For us, future welding incorporates advanced technology with IIoT enabled digital solutions,

Kemppi’s flagship product, X8 MIG Welder, is a ground-breaking multi-process solution. Its state-of-the-art technological features combined with native connectivity to WeldEye welding management software make the X8 MIG Welder a unique and powerful tool for demanding industrial welding. The digital WPSs and wireless Control Pad enhance the solution's usability to a new level.

At the exhibition Kemppi introduces a new WeldEye module, Welding Production Analysis, for companies looking to benefit from a light and easy-to-set-up solution for monitoring and analyzing welding production efficiency.

In the complete welding ecosystem, A7 MIG Welder represents Kemppi’s expertise in Industry 4.0 enabled robotic arc welding. The sophisticated system can be integrated with any robot brand.
https://www.kemppi.com/en-US/news-events/news/welding-industry-pioneer-kemppi-showcases-a-complete-future-welding-ecosystem/

Thyssen Krupp


https://www.thyssenkrupp.com/en/company/innovation/industry-4-0/business-processes-without-boundaries.html

Business processes without boundaries
Connected value chain
At one of our hot strip mills we have implemented an Industry 4.0 solution that goes way beyond the boundaries of an individual company. The processes of the supplier, the hot strip mill as the manufacturer, and the customers are connected in a digital network. Hot-rolled strip starts out life as a steel slab. Slab production at Hüttenwerke Krupp-Mannesmann is controlled by the hot strip mill around 80 kilometers away. That means we can respond quickly to our customers’ deadline requirements even with the starting material.


Maximum efficiency for customers
Maximum efficiency for customers
Conversely, customers can exert “just in time” influence on hot strip production at the mill. They can enter their orders directly in the mill’s IT system and determine themselves when their order will be processed.

What’s more, customers are able to make changes to specifications such as width and thickness until just before production starts. Greater flexibility is difficult to imagine.

In addition to flexibility for all concerned, process chains across company boundaries have other advantages: for example, they save space and costs for the storage of starting materials and products, freeing up the capital this would otherwise have tied up for more productive purposes.




IIOT Platforms




1. GE Digital – Predix
2. Siemens – MindSphere
3. Schneider Electric – WonderWare
4. SAP – Hana
5. Bosch – IoT Suite
6. Kuka – Connyun
7. Fanuc – Field
8. ABB – Ability
9. Honeywell – Connected Performance Services
10. Cisco – IoT System
Hitachi’s Vantara
https://www.em360tech.com/tech-news/top-ten/top-10-industrial-internet-things-companies/


IIoT IT Developments

JULY 23, 2018

SAN FRANCISCO, Calif. – July 23rd 2018 – Plataine, a leading provider of Industrial IoT and AI-based manufacturing optimization software, will present its collaboration with Google Cloud which integrates Plataine’s cutting-edge AI software with Google Glass and Google’s Dialogflow Enterprise Edition, empowering factory staff to interact with Plataine’s AI-based Digital Assistants, while performing, reporting and documentation tasks – completely hands free.

The Google Cloud-Plataine collaboration is designed to improve the productivity of factory operators, using natural language processing, wearable technology and Plataine’s AI-based Digital Assistants. The system enables factory staff to optimally perform tasks faster and more accurately.
https://www.plataine.com/news/plataine-collaborates-with-google-cloudto-bring-ai-to-the-factory-floor/



Consultants

Philips Innovation Services
https://www.innovationservices.philips.com/news/industry-4-0-roadmap/

MEDIA 11-21-2017  CAROLINE BERGMANN 0 COMMENTS
Telekom Open IoT Labs: Deutsche Telekom and Fraunhofer IML inaugurate their new Internet of Things development center
https://www.telekom.com/en/media/media-information/archive/telekom-open-iot-labs-509106


Surveys by Consultants


Industry 4.0: Delivering The Smart Manufacturing Vision: Key manufacturing predictions
April 2018
The Fourth Industrial Revolution, a smart manufacturing technology, is expected to create up to $3.7 trillion in value by 2025
By 2018, 60% of large manufacturers will bring in new revenues from information-based products and services
By using product and service quality measures to enhance the customer experience, manufacturers will capture 20% more aftermarket revenue by 2020
Digitalization in manufacturing will add €550 billion (presently $673 billion) over the next 5 years to EU revenues
https://www.hcltech.com/blogs/industry-40-delivering-smart-manufacturing-vision

Industry 4.0 Maturity Model
2018
https://www.capgemini.com/consulting/2018/02/industry-4-0-maturity-model-mirroring-today-to-sprint-into-the-future/


CGI Global 1000 Manufacturing Industry Insights
https://www.cgi.com/sites/default/files/white-papers/manufacturing_industry-4_white-paper.pdf

Digitizing the value chain
By John Nanry, Subu Narayanan, and Louis Rassey
McKinsey Quarterly March 2015
In the past year, for example, more than 200 organizations from industry, government, and academia joined in supporting the Digital Manufacturing and Design Innovation Institute (DMDII) to advance digital integration in the manufacturing economy and have committed more than $200 million to support the DMDII. The US federal government is contributing an additional $70 million. Companies such as Caterpillar, GE, and P&G are among the industry partners.
https://www.mckinsey.com/business-functions/operations/our-insights/digitizing-the-value-chain




Fortune 500
In total, Fortune 500 companies represent two-thirds of the U.S. GDP with $12.8 trillion in revenues, $1.0 trillion in profits, $21.6 trillion in market value, and employ 28.2 million people worldwide.


RANKCOMPANY                               REVENUES ($M)


1Walmart                                              $500,343
2Exxon Mobil                                      $244,363
3Berkshire Hathaway$242,137
4 Apple    $229,234
5UnitedHealth Group$201,159
6 McKesson  $198,533
7CVS Health$184,765
8Amazon.com$177,866
9AT&T$160,546




12AmerisourceBergen$153,144
13Chevron$134,533
14Cardinal Health  $129,976
15  Costco   $129,025
16  Verizon  $126,034
17Kroger$122,662

18   General Electric

19Walgreens Boots Alliance$118,214
20JPMorgan Chase$113,899

21Fannie Mae$112,394
22Alphabet$110,855
23Home Depot$100,904
24Bank of America Corp.$100,264
25Express Scripts Holding$100,064.6
26Wells Fargo$97,74

28Phillips 66$91,568
29Anthem$90,039.4
30Microsoft$89,950


31Valero Energy$88,407
32Citigroup$87,966
33Comcast$84,526
34IBM$79,139
35Dell Technologies$78,660
36State Farm Insurance Cos.$78,330.8



38Freddie Mac$74,676
39Target$71,879
40Lowe’s$68,619
41Marathon Petroleum$67,610

43MetLife$66,153
44UPS$65,872

46Intel$62,761
47DowDuPont$62,683
48Archer Daniels Midland$60,828
49Aetna$60,535
50FedEx$60,319
51United Technologies$59,837
52Prudential Financial$59,689
53Albertsons Cos.$59,678.2
54Sysco$55,371.1
55Disney$55,137
56Humana$53,767
57Pfizer$52,546
58HP$52,056
59Lockheed Martin$51,048
60AIG$49,520
61Centene$48,572
62Cisco Systems$48,005
63HCA Healthcare$47,653
64Energy Transfer Equity$47,487
65Caterpillar$45,462
66Nationwide$43,939.9
67Morgan Stanley$43,642
68Liberty Mutual Insurance Group$42,687
69New York Life Insurance$42,296
70Goldman Sachs Group$42,254
71American Airlines Group$42,207
72Best Buy$42,151
73Cigna$41,616
74Charter Communications$41,581
75Delta Air Lines$41,244
76Facebook$40,653
77Honeywell International$40,534
78Merck$40,122
79Allstate$38,524
80Tyson Foods$38,260
81United Continental Holdings$37,736
82Oracle$37,728
83Tech Data$36,775
84TIAA$36,025.3
85TJX$35,864.7
86American Express$35,583
87Coca-Cola$35,410
88Publix Super Markets$34,836.8
89Nike$34,350
90Andeavor$34,204
91World Fuel Services$33,695.5
92Exelon$33,531
93Massachusetts Mutual Life Insurance$33,495.4
94Rite Aid$32,845.1
95ConocoPhillips$32,584
96CHS$31,934.8
973M$31,657
98Time Warner$31,271
99General Dynamics$30,973
100USAA$30,015.8
101Capital One Financial$29,999
102Deere$29,737.7
103INTL FCStone$29,423.6
104Northwestern Mutual$29,331
105Enterprise Products Partners$29,241.5
106Travelers Cos.$28,902
107Hewlett Packard Enterprise$28,871
108Philip Morris International$28,748
109Twenty-First Century Fox$28,500
110AbbVie$28,216
111Abbott Laboratories$27,390
112Progressive$26,839
113Arrow Electronics$26,812.5
114Kraft Heinz$26,232
115Plains GP Holdings$26,223
116Gilead Sciences$26,107
117Mondelez International$25,896
118Northrop Grumman$25,803
119Raytheon$25,348
120Macy’s$24,837
121US Foods Holding$24,147.2
122U.S. Bancorp$23,996
123Dollar General$23,471
124International Paper$23,302
125Duke Energy$23,189
126Southern$23,031
127Marriott International$22,894
128Avnet$22,872.1
129Eli Lilly$22,871.3
130Amgen$22,849
131McDonald’s$22,820.4
132Starbucks$22,386.8
133Qualcomm$22,291
134Dollar Tree$22,245.5
135PBF Energy$21,786.6
136Icahn Enterprises$21,744
137Aflac$21,667
138AutoNation$21,534.6
139Penske Automotive Group$21,389
140Whirlpool$21,253
141Union Pacific$21,240
142Southwest Airlines$21,171
143ManpowerGroup$21,034.3
144Thermo Fisher Scientific$20,918
145Bristol-Myers Squibb$20,776
146Halliburton$20,620
147Tenet Healthcare$20,613
148Lear$20,467
149Cummins$20,428
150Micron Technology$20,322
151Nucor$20,252.4
152Molina Healthcare$19,883
153Fluor$19,521
154Altria Group$19,494
155Paccar$19,456.4
156Hartford Financial Services$19,228
157Kohl’s$19,095
158Western Digital$19,093
159Jabil$19,063.1
160Community Health Systems$18,477
161Visa$18,358
162Danaher$18,329.7
163Kimberly-Clark$18,259
164AECOM$18,203.4
165PNC Financial Services$18,035
166CenturyLink$17,656
167NextEra Energy$17,195
168PG&E Corp.$17,135
169Synnex$17,045.7
170WellCare Health Plans$17,007.2
171Performance Food Group$16,761.8
172Sears Holdings$16,702
173Synchrony Financial$16,695
174CarMax$16,637.1
175Bank of New York Mellon$16,621
176Freeport-McMoRan$16,416
177Genuine Parts$16,308.8
178Emerson Electric$16,301
179DaVita$16,038.2
180Supervalu$16,009
181Gap$15,855
182General Mills$15,619.8
183Nordstrom$15,478
184Colgate-Palmolive$15,454
185American Electric Power$15,424.9
186XPO Logistics$15,380.8
187Goodyear Tire & Rubber$15,377
188Omnicom Group$15,273.6
189CDW$15,191.5
190Sherwin-Williams$14,983.8
191PPG Industries$14,967
192Texas Instruments$14,961
193C.H. Robinson Worldwide$14,869.4
194WestRock$14,859.7
195Cognizant Technology Solutions$14,810
196Newell Brands$14,742.2
197CBS$14,710
198Envision Healthcare$14,700.5
199Monsanto$14,640
200Aramark$14,604.4
201Applied Materials$14,537
202Waste Management$14,485
203DISH Network$14,391.4
204Illinois Tool Works$14,314
205Lincoln National$14,257
206HollyFrontier$14,251.3
207CBRE Group$14,209.6
208Textron$14,198
209Ross Stores$14,134.7
210Principal Financial$14,093.2
211D.R. Horton$14,091
212Marsh & McLennan$14,024
213Devon Energy$13,949
214AES$13,850
215Ecolab$13,838.3
216Land O’Lakes$13,740.4
217Loews$13,735
218Kinder Morgan$13,705
219FirstEnergy$13,627
220Occidental Petroleum$13,274
221Viacom$13,263
222PayPal Holdings$13,094
223NGL Energy Partners$13,022.2
224Celgene$13,003
225Arconic$12,960
226Kellogg$12,923
227Las Vegas Sands$12,882
228Stanley Black & Decker$12,747.2
229Booking Holdings$12,681.1
230Lennar$12,646.4
231L Brands$12,632.4
232DTE Energy$12,607
233Dominion Energy$12,586
234Reinsurance Group of America$12,515.8
235J.C. Penney$12,506
236Mastercard$12,497
237BlackRock$12,491
238Henry Schein$12,461.5
239Guardian Life Ins. Co. of America$12,454.5
240Stryker$12,444
241Jefferies Financial Group$12,407.9
242VF$12,399.6
243ADP$12,379.8
244Edison International$12,320
245Biogen$12,273.9
246United States Steel$12,250
247Core-Mark Holding$12,225
248Bed Bath & Beyond$12,215.8
249Oneok$12,173.9
250BB&T Corp.$12,156


http://fortune.com/2018/05/21/fortune-500-companies-2018/


Updated on  15,  14 July 2018
First published on 12 July 2018



How to be Polite in Communication?


Use would or could

Your Guide to Being Polite in Difficult Situations: Part One
https://www.eurocentres.com/blog/guide-polite-difficult-situations-part-one/

It  helps to start the sentence with the words “I’m afraid…” or “Unfortunately…”

“I’m not entirely comfortable" is better than saying “I’m uncomfortable"

Read for more:

https://www.eurocentres.com/blog/guide-polite-difficult-situations-part-two/



TEDxSussexUniversity - Lynne Murphy - American and British Politeness
2012
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July 13, 2018

How Champions are Made? - Roles of Trainee and Coach



How Champions are Made?




Self


Aspiration, Belief,  Commitment, Determination, Effectiveness, Efficiency, Focus, Goal visualization, Hope,  Improvement, Joy, Keeping schedules, Love for the goal, Motivation, No complaints on constraints, Organized, Productive effort, Quality output, Relaxing at the right time, Sincerity in effort, Trust in the coach, Understanding the Science and Art, Vision above ordinary (extraordinary), Wise thinking, Xpertise development (10,000 hours practice), Yearning, Zeal


Coach



Aspiration, Belief,  Commitment, Determination, Effectiveness, Enthusiasm, Focus, Goal oriented training program, Hope, Improvement, Joy, Kindness, Love for the goal and trainees, Motivation, No complaints on constraints, Organized, Productive effort, Quality output, Rapport, Sincerity in effort, Trust in the trainees, Understanding the Science and Art, Vision above ordinary (extraordinary), Wise thinking, Xpertise (self -development), Yearning, Zeal



How Are Champions Made? - Video

________________

________________
https://www.youtube.com/watch?v=q_fT2am8GzA



The Greatest: The Quest for Sporting Perfection

Matthew Syed
Hachette UK, 23-Feb-2017 - Sports & Recreation - 304 pages


What can Roger Federer teach us about the secret of longevity?


Matthew Syed, the 'Sports Journalist of the Year 2016', answers the question and more in a fascinating, wide-ranging and provocative book about the mental game of sport.

How do we become the best that we can be, as individuals, teams and as organisations?
Sport, with its innate sense of drama, its competitive edge, its psychological pressures, its sense of morality and its illusive quest for perfection, provides the answers.

https://books.google.co.in/books?id=QVE_DQAAQBAJ



July 11, 2018

Learn - How to Become Industry 4.0 Digital Manufacturing Champion



Industry 4.0 manufacturing and distribution systems utilize end-to-end digitization and data integration in all information generation, processing, analysis & decision making and communication activities. Industry 4.0 companies offer along with traditional products, digitally enhanced products and digital products/services also. In these production systems there are digital twins, physical assets and virtual assets that are connected and communicate. The connected information systems integrate all suppliers, all customers and all manufacturing and service facilities of the enterprise. Each and every machine and each and every person are connected in these digital manufacturing companies/factories.

Mastering Industry 4.0 implementation and transformation requires initial learning and subsequent deep understanding of the scientific and managerial knowledge and technologies of Industry 4.0 by the complete enterprise staring with the top management. A top management with a compelling vision for  the transformation is essential for the company to become  a champion.

PWC, one of the top management consultancy organizations did a survey in 2018 about the implementation status of Industry 4.0 and identfied digital champions from 1100 companies surveyed.

Four ecosystems are essential in digital manufacturing systems: Customer ecosystem, Operating ecosystem ( suppliers, manufacturing facilities, internal logistics, external logistics), Technology ecosystem and People ecosystem.

Customer ecosystem is the basis for exchange of information and value. Integrated operations, technology and people ecosystems serve the customers through the customer ecosystem that is integrated with the other three ecosystems.

Digital champions implement new digital technologies in purposeful manner and deploy them in various application in value creating mode. They are able apply the technologies in multiple applications by employing partners instead of slowing down implementation due to paucity of internal talent.

Artificial intelligence is being used in 9 per cent of companies and its use is increasing. Employees with relevant digital skills are required and they are in short supply. Hence tailored training programs development and organization are crucial. Digital champions have to invest heavily in people development training. 

How to Become Industry 4.0 Digital Manufacturing Champion? - Blueprint


1. Invest in Learning Industry 4.0 Knowledge and Skills
2. Conduct an Audit of Four Ecosystems - Customer, Operations, Technology, and People
3. Define Ecosystem Vision and Value Proposition
4. Develop a Model for Each Ecosystem
5. Set Ecosystem Project Investment Decision Board and Encourage Project Proposals
6. Approve Projects and Build EcoSystem Components. Improve Capabilities iteratively
7. Realize the Value of the New Production System
8. Reinvest and Expand Operations


You can download PWC Report from https://www.strategyand.pwc.com/industry4-0


Customer Ecosystem - Subsystems and Components 



Products
Complementary Products
Performance Services
Financial Solutions

Digital Technology
Hardware and Infrastructure
Software and Apps
Platform Integration
Third Party Platforms
E Commerce Service
Advanced Customer Services
Demand Signals and Insights
Data Acquisition and Analytics

Multichannel Interaction
Customization of Product and Service

Operations Ecosystem - Subsystems and Components


Digital Research and Development
Procurement 4.0
Smart Manufacturing - Connected Manufacturing System
Connected Logistics and Distribution - Smart Warehouses and Trucks
After Sales Services - Digital Channels and Digital Support to Service Professionals
Product Life Cycle Management


Persons and Firms as Partners

Research Institutes
Open Innovation Platforms and Participants
Development Partners
Development Stage Component and Material Suppliers

Materials Suppliers
Component Suppliers
Internal Production Facilities
Contract Manufacturers
Inbound Logistics Service Providers
Warehouses and Distribution Centers
Transporters and Last Mile Delivery Centers and Facilities
Repair Centers
Service Providers

Digital Champions - Bosch, Daimler Benz

Digital Transformation at Daimler Benz - Now Daimler is Digital Champion of PWC Survey

The Technology Ecosystem - Subsystems and Components




Digital Technologies

Blockchain
Sensors
IIoT
3D Printing
Robots
Artificial Intelligence
Augmented Reality
Virtual Reality
Drones
Automated Guides Vehicles
Mobile Devices
Driverless Trucks

Networks and Connectivity
Cloud Computing
Edge Computing

Integrated Platforms
Human Machine Interfaces
User Experience
Data Networks
Integration Layers

Applications

Core ERP
CRM
Integrated Business Planning Models
Manufacturing Execution Systems
Data Analytics
PLM and Digital Twins


People Ecosystem - Subsystems and Components


Skills - Skill Sources - Mindset and Behavior - Career Development

Skills

Skill Sources

Mindset and Behavior

Career Development








July 9, 2018

Development, Learning and Growth Mindset



LECS Model

Learn, Earn, Consume, Share

Learning is basic first step for human being. Even leaders have to learn every day.

Learning and Development mindset facilitates enriching of talents in a person. Every bit of knowledge, skill, and behavior can be made better and improved. This is the growth mindset.


https://qz.com/1314088/find-your-passion-is-bad-advice-say-yale-and-stanford-psychologists/


Carol Dweck: "The Growth Mindset" | Talks at Google
365,939 views
Talks at Google
Published on 16 Jul 2015
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Social and Emotional Intelligence for Effective Leadership





Emotional Intelligence Strategies

_________________

_________________


TEDx Talks
Published on 3 Aug 2017
Why do people with average IQs outperform those with the highest IQs 70% of the time? It is emotional intelligence. Emotional intelligence is a choice and a discipline.  In this powerful and entertaining talk, Dr. Travis Bradberry, coauthor of Emotional Intelligence 2.0, shows you how to use this critical skill to your advantage.

Dr. Travis Bradberry is the award-winning coauthor of Emotional Intelligence 2.0 and the cofounder of TalentSmartÒ, the world’s leading provider of emotional intelligence tests and training serving more than 75% of Fortune 500 companies. His bestselling books have been translated into 25 languages and are available in more than 150 countries.

Dr. Bradberry  has written for, or been covered by, Newsweek, Time, BusinessWeek, Fortune, Fast Company, USA Today, The Wall Street Journal, The Washington Post, and The Harvard Business Review.

________________

________________


Our research points out that the leader’s style determines about 70 per cent of the emotional climate, which in turn drives around 20 per cent—and sometimes 30 per cent—of business performance (Goleman, 2002).


Four Fundamentals of Emotional Intelligence




The four fundamentals are self-awareness, self-mastery or self-management of emotion, empathy or social awareness, and relationship management. Self-awareness is actually the fundamental ability of emotional intelligence. Self-awareness is fundamental for self-management. Social awareness and self-management in tandem are the building blocks for relationship management.


Emotional Resources Required of a Leader




A leader needs self-awareness, to know what’s happening with his emotions. Leaders use self-awareness to sense what’s right and what’s wrong in a situation. Leaders have to manage their to keep their distressing emotions out of the way when they are trying to get a job done, and maintain a positive state, to have a good time with people as well, along with getting the job done.



Leaders also need empathy. Leaders need to put emotional intelligence and social intelligence into practice in a way that primes positive emotions in people, because that’s the state in which they’re going to work best.


Leadership requires a combination of self-mastery and social intelligence. Self-mastery refers to how one handles himself. Self-mastery includes self-awareness and self-control. The leadership competencies that build on self-mastery include self-confidence, the drive to improve performance, staying calm under pressure, and a positive outlook.

All these abilities can be seen at full force also, for instance, in workers who are outstanding individual performers. But when it comes to leaders, effectiveness in relationships is also important. Solo stars are often promoted to leadership positions, but then fail for lack of people skills.


References

Goleman, 2002, http://www.iveybusinessjournal.com/view_article.asp?intArticle_ID=362

http://www.danielgoleman.info/blog/2008/02/28/leadership-social-intelligent-is-essential

Originally posted in
http://knol.google.com/k/narayana-rao/social-and-emotional-intelligence-for/2utb2lsm2k7a/ 205
Earlier update 5 Dec 2011

Update on 1 March 2016


Developing emotional intelligence

April 3, 2013
http://www.danielgoleman.info/developing-emotional-intelligence/








How to Help Someone Learn Emotionally Intelligent Behavior (EIB)

EB - Emotional Behavior

EI is difficult to develop because it is linked to psychological development and neurological pathways created over an entire lifetime. It takes a lot of effort to change long-standing habits of human interaction. This means in practice is unless they want to change, EB will not change



To create the motive to change  help people find a deep and very personal vision of their own future and b) then help them to see how their current ways of operating (EB) might need a bit of work if that future is to be realized. These are the first two steps in Richard Boyatzis’ Intentional Change theory

If you’re coaching an employee, you must first help him or her discover what’s important in life. Notice the word coaching, not managing. There’s a big difference.

Next, find out  the current state of this person’s emotional intelligence? Find a way to gather input from others, either through a 360-degree feedback instrument like the ESCI (Emotional and Social Competency Inventory). ,

Once  the dream and the reality are available, it’s time for a gap analysis and a learning plan.  A learning plan charts a direct path from the personal vision to what must be learned over time to get there — to actual skill development.

Learning goals are big.  As a learning goal, empathy is one of the toughest and most important competencies to develop. The capacity for emotional and cognitive empathy is laid down early in life, and then reinforced over many years.

It a lot of hard work for your employee, and it can be. An important piece of the theory is that  you can’t do it alone. People need people — kind and supportive people — when embarking on a journey of self-development. So help mentee find other supporters, in addition to yourself, who will help when their confidence wanes or when they experience inevitable setbacks?


Developing one’s emotional intelligence can make the difference between success and failure in life and in work. And, if you’re the one responsible for people’s contributions to the team and your organization, you have to try to help those people who are EI-challenged, deficient, and dangerous. It’s part of  your job.

Even  if you’re not the boss? You can still make a difference with colleagues, too using the same approach. Put them on a learning path.

Source

How to Help Someone Develop Emotional Intelligence
Annie McKee
Harvard Business Review
APRIL, 2015


Updated 10 July 2018
1 March 2016







Leading So People Will Follow - Erika Andersen - Book Information - Summary




Leading So People Will Follow

Erika Andersen
John Wiley & Sons, 21-Sep-2012 - Business & Economics - 224 pages


A unique take on leadership from a popular Forbes blogger and nationally-known leadership coach

Leading So People Will Follow explores the six leadership characteristics that inspire followers to fully support their leaders. New leaders and veterans alike have increased their capacity for leading in a way that creates loyalty, commitment and results using the framework presented in the book..

The six key attributes are far-sightedness, passion, courage, wisdom, generosity, and trustworthiness. The book gives  the tools for developing them. This innovative book offers a practical guide for building the skills to become a truly 'followable' leader.

It gives  examples and explains the  six attributes of leadership

https://books.google.co.in/books?id=YbZgNBzWjYAC



Leading So People Will Follow You

For Leader, The six key behaviour related attributes are:


Far-sightedness
Passion
Courage
Wisdom
Generosity, and
Trustworthiness.

Far-sightedness


Far-sightedness in a leader is the ability to envision and articulate a successful future in a compelling and inclusive way.
https://www.forbes.com/sites/erikaandersen/2011/04/11/the-far-sighted-leader/

http://www.vestedway.com/leading-with-vision-takesvision/

http://www.automatingsuccess.com/have-you-committed-to-being-the-strategic-leader-of-your-business/

https://www.33voices.com/interviews/episode-414-erika-andersen

https://proteusleader.com/resources/text/erika-andersen-an-interview-by-bob-morris

https://www.inc.com/erika-anderson/springboard-six-qualities-of-a-followable-leader.html


Passion


True passion requires honestly committing to something about which you feel deeply, and staying committed through difficult circumstances.

When a leader is passionate, people feel a deep sense of being led in a worthy direction by someone who is committed to something more important than his or her own individual glory.
https://www.forbes.com/sites/erikaandersen/2012/06/11/passionate-leaders-arent-loud-theyre-deep/

Courage



Followers look to see whether a leader is courageous before they'll fully accept that person's leadership.  If they see courage (and taking full responsibility for actions and admitting and apologizing for mistakes are two of the five key indicators of courage), they sign up to follow him.

People need courageous leaders in order to feel there’s someone to face the tough situations and continue to think and act.
https://www.forbes.com/sites/erikaandersen/2012/06/05/courageous-leaders-dont-make-excuses-they-apologize/

Wisdom


Wise leaders:

Are deeply curious – listen! 
Assess situations objectively (fair witness) –
Reflect on and learn from their experience
See patterns and share their insights with others
Act based on what they believe to be morally right

http://erikaandersen.com/2012/04/what-wisdom-isnt.html


Generosity


It is not just money.
The generous leader gives people what they truly want: knowledge, power, information, credit, praise, responsibility and authority.  Perhaps most importantly, the generous leader gives faith; assumes that his or her people want to succeed and do good work. The generous leader assumes positive intent. When leaders share whatever resources they have, it evokes loyalty, support and commitment.
https://www.forbes.com/sites/erikaandersen/2012/07/30/generous-leaders-arent-naive-theyre-confident

Trustworthiness.



To understand this element, refer to  Stephen Covey’s “Speed of Trust” model.  He does a great job of explaining trust as a business driver.  He notes that when people trust you in business, they trust both your character and your competence.
https://www.forbes.com/sites/erikaandersen/2011/05/23/when-looking-to-leaders-trust-is-our-bottom-line/

___________________


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July 6, 2018

Awareness of Business Environment - Top Management Challenge

Article of the Theme - Top Management Challenges

Importance of  Awareness of Business Environment


Transformation of an organization depends on an insight. Insights come when a manager is trying to make sense of a situation which offers a business opportunity or a business threat.  Such a situation is always preceded by awareness of the relevant environment. Organizations depend crucially on the awareness of the top management regarding the change in the environment.

Self-awareness and Organizational Awareness


A high degree of personal and organizational awareness improves leadership effectiveness.Successful leaders have a strong self-awareness and organizational awareness. The self-awareness requires deep understanding personal emotions, strengths, limitations, values and motives by top managers. It is about themselves. Organizational awareness is the deep understanding of the organizational structure, leadership styles that succeed in the organization and culture of their companies. Effective CEOs and top managements use surveys to increase awareness of intra-organizational environment.

Top managers have to be aware of the environment of their business concern. They need to see developments that are likely to occur in the business environment and create scenarios. For each scenario they have to create a plan and take some actions that will facilitate the deployment of the full plan as a particular scenario actually happens. Consumer environment is one focus area for top management in the business environment.


Consumer Environment 


The consumer environment refers to everything external to consumers that influences what they think, feel, and do. It includes social stimuli, such as the actions of others in cultures, subcultures, social classes, reference groups, and families, that influence consumers. It also includes other physical stimuli, such as stores, products, advertisements, and signs, that can change consumers’ thoughts, feelings, and actions.

The consumer environment is important to marketing because it is the medium in which stimuli are placed to influence consumers. For example, marketers run commercials during TV shows that their target markets watch to inform, persuade, and remind them to buy certain products and brands. Marketers can send free samples, coupons, catalogs, and advertisements by mail to get them into consumers’ environments. Stores are located close to populated areas to get them in the proximity of consumers. Web sites become part of a consumer’s environment if they are contacted.


Clearly, marketing strategies should be designed not only to influence consumers but also to be influenced by them. For example, if research shows that consumers are disgusted (affect and cognition) with  advertisements for a product, the company may want to change its ads to better appeal to the market. If research shows that consumers in the target market do not shop (behavior) in stores where a company’s product is featured, the distribution strategy may have to be changed. If research shows that consumers want to be able to get information from a company’s Web site (environment) and none exists, the company may want to create one. Thus, marketing strategies should be developed, implemented, and changed based on consumer research and analysis.

Read in more detail: Analysis of Consumer Markets - Kotler's Book Chapter Summary


Seeking different perspectives: 

This trait is conspicuous in managers who monitor trends affecting organizations, grasp changes in the environment, encourage employees to contribute ideas that could improve performance, accurately differentiate between important and unimportant issues, and give the appropriate weight to stakeholder concerns. Leaders who do well on this dimension typically base their decisions on sound analysis and avoid the many biases to which decisions are prone.

Article by Claudio Feser, Fernanda Mayol, Ramesh Srinivasan - McKinsey and Co.
https://www.mckinsey.com/featured-insights/leadership/decoding-leadership-what-really-matters


Benefit of participating in A to Z April Blogging Challenge

Reading and Understanding to Write


I am writing blog posts. But I am reading material and collecting materials regarding the topics. It is helping to understand the top management theory and practice better. I shall try and revise each of these articles once again later to make them more comprehensive and up-to-date. I request readers to give their suggestions for expanding and improving the article.

The index to all articles in A to Z April Blogging - Theme - Top Management Challenges

A to Z Challenge articles visited and read


Unique Alpha and Unseen Omega in Blogging
https://fabulus1710.wordpress.com/2017/04/01/a-for-atozchallenge-2017/

Vibrant India
Adventurous Outing in Rishikesh
http://polkajunction.com/2017/04/01/adventurous-outing-at-rishikesh/

About Anger and how to manage it to save relationships
http://www.kalpanaawrites.com/anger-atozchallenge/

Should Education Adapt or Adopt?
http://www.carrieanntripp.com/should-education-adapt-or-adopt/


Updated 7 July 2018
1 April 2017


July 3, 2018

CEO—Chess Master or Gardener? - Book Information


CEO as Gardener Approach in Management


Author: Dr. Anil K Khandelwal
Former Chairman & Managing Director, Bank of Baroda

The book  is based on the empirical research work by the author on six CEOs strategies in Industrial Relations in Bank of Baroda leading to research degree.

Further, the book describes author's initial experimentation with a new style of IR and HRD in  operating role and later major reforms in IR and HR in top management roles. In contrast with the earlier chess mastering approach in which CEOs played against union leaders, the author's focus was on deep employee engagement and building architecture of human processes. It was like a gardener’s approach in weeding out an old culture, preparing a soil (creating facilitating environment for people processes) planting the seedling (employee centric innovation) and nurturance (maintain morale and confidence). Author describes his success in this CEO as Gardener approach in the book.

https://www.linkedin.com/pulse/ceo-chess-master-gardener-dr-anil-k-khandelwal/


https://books.google.co.in/books?id=lCZZDwAAQBAJ




Hearty Cooperation advocated by Taylor in Scientific Management


A superior has to be a friend and teacher. F.W. Taylor stated in his Scientific Management in 1911. Even though management theory advocates cooperative and democratic management/leadership practices, still the management scene is dominated by authoritative/coercive bosses who are using the power they gained through various means to exploit others and weaken organizations and society.

Hearty Cooperation advocated by Taylor in Scientific Management

Each man should daily be taught by and receive the most friendly help from those who are over him, instead of being, at the one extreme, driven or coerced by his bosses, and at the other left to his own unaided devices.

This close, intimate, personal cooperation between the management and the men is of the essence of modern scientific or task management.
http://nraoiekc.blogspot.com/2013/08/scientific-management-introduction.html 

Operations Consulting - Now Major Segment of Global Management Consulting - 2018



There are three main  Management Consulting Services: Operations Advisory, Strategy Advisory and HR Advisory.

Operations Advisory is the maximum revenue earning Management Consulting Services, and the Operations Advisory reached a sales value of approximately 74808 M (74.808 billion) out of the 139.4 billion global revenue in 2017. In USA also, it is the largest advisory category with 53.66% of sales value.

In 2017, the global Management Consulting Services market size was 139400 million US$ and it is expected to reach 198300 million US$ by the end of 2025, with a CAGR of 4.5% during 2018-2025.

The USA revenue of Management Consulting Services market was estimated at 60428 M USD in 2017 and is expected to reach USD 87001 M USD in 2025 with the CAGR of global revenue at 4.65%.

North America is  the largest market for Management Consulting Services,, while the Europe is the second sales volume market for Management Consulting Services in 2017.

https://www.openpr.com/news/1107628/Global-Management-Consulting-Services-Market-Size-growing-with-a-CAGR-of-4-5-during-2018-2025.html