Best, worst, and off we go.

The first year anniversary of the September 11th destruction of the World Trade Center and related attacks will have come and gone by the time this makes it to print. Among the numbing profusion of reports and commemorations on radio and television, in newspapers and magazines, and other formats was a short article in the June PMMI Reports newsletter.

In a networking session at its 2002 Executive Leadership Conference, the Packaging Machinery Manufacturers Institute (PMMI) asked its members to reflect on the worst and the best things their companies had done since 9/11. At also had consultant Phil Kuehl of Westat, Inc., present some basic concepts for success during turbulent times. You may find some of the responses interesting as comparisons to how you or your company reacted. Among the "worst" things list by PMMI members were the following:

* Spent too much time "squeezing" rather than "building" the business

* Adopted a short-term focus and reactive approach instead of developing solid long-term objectives and plans

* Did not take advantage of the economic downturn to upgrade key personnel

* Did not communicate plans by management to employees, creating uncertainty and low morale.

Some of the "best" things were the following:

* Invested in R&D to prepare for the economic turn-around

* Identified and exploited competitor weaknesses or missteps

* Stopped using 9/11 and the economic downturn as an excuse for doing nothing.

Another question asked of PMMI members was to identify the most important thing their company has done or needs to do to move forward:

* Develop a culture that stresses teamwork and communication

* Develop employees through training, involvement, and communications

* Identify areas for productivity improvement

* Develop long-term, companywide strategies aligned with changing economic, industry, and market conditions.

Finally, Kuehl's recommendations for success in turbulent times can be summarized as follows:

* The only constant is change itself

* You must manage change to continue your competitive advantage and profitability

* You must reengineer core processes and regenerate core strategies to manage change sucessfully

* Prepare for change in a rigorous and focused manner.

Certainly the last 12 months have brought significant economic changes, only some of which can be attributed to 9/11. Our job is to stay afloat, move on, and steer as true a course as we can in rough seas and calm waters.

DONALD G. MEADOWS Senior Editor;

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