There are two primary reasons why any business would change: Fear, or Opportunity. Today, how can any manufacturing business in North America not see a multitude of both threats and opportunities? Absolutely nothing is static.

The case for change surrounds us. It is not episodic. It is continuous and growing. It is not a management edict.

The paucity of adequate contingency planning for our supply chains became apparent early in the COVID-19 emergency. Sensitivity analysis with contingencies is an active responsibility of supply chain management (SCM).

It's easy to lose focus on the important things as we bounce from one shiny object to another. These four questions will ensure your team is productive, effective, and enjoying working for the organization.

Despite the fact that none of us can predict the future, all of us know some of what is coming. And most of us can make pretty good guesses about other approaching influences.

Leaders are supposed to make the tough decisions. And the important ones. But everyone else should be capable of making good decisions as well, the decisions appropriate to their role in the organization. Here's how to develop solid thinking when making decisions throughout your organization.

Business strategy, supply chain and operations strategy, mission, vision and core values are inextricably linked. If you didn't realize that before you should now. This podcast explains the one big lesson you should take from this crisis and what to do next.