Don't strategize, trust: get back to the basics of working relationships in order to improve the industry.AT A RECENT IPC (1) (InterProcess Communication) The exchange of data between one program and another either within the same computer or over a network. It implies a protocol that guarantees a response to a request. technical meeting the return of "measles measles or rubeola (rbē`ələ), highly contagious disease of young children, caused by a filterable virus and spread by droplet spray from the nose, mouth, " on PCBs was discussed and debated by many. I thought that this once serious condition affecting lamination lamination
a laminar structure or arrangement. was long behind us. Some attending this meeting were not active in the industry during the 1980s and early 90s when "measles" was last a hot issue. That was where having seasoned talent, people who remember past problems and solutions, is helpful. They can cut through the maze maze, detail of landscape gardening based on the Greek labyrinth, consisting of intricate paths or alleys lined with high hedges and having a center and exit difficult to find. It was a prominent feature in the formal English gardens of the 17th and 18th cent. of potential variables and can help develop a speedy resolution to the problem.
In today's competitive environment something like a rash of laminate laminate,
n a thin slice of porcelain or plastic fabricated in a dental lab, which is cemented to the front of the teeth to cover gaps, whiten stained teeth, or reshape chipped or broken teeth. defects could be a real problem. Companies have different processes and use different combinations of materials, supplies and vendors. Time is tight and technical resources are scarce. And yet, looking at how this particular room of people dealt with the issue provided me with confidence that if there is a new problem, it will be identified and worked through, and any resulting data and/or and/or
Used to indicate that either or both of the items connected by it are involved.
Usage Note: And/or is widely used in legal and business writing. process information will be published for others to learn from. This group, made up of people from different companies--some even direct competitors, was committed to helping each other and the industry improve. The spirit of working together and the commitment to improvement was amazing a·maze
v. a·mazed, a·maz·ing, a·maz·es
1. To affect with great wonder; astonish. See Synonyms at surprise.
2. Obsolete To bewilder; perplex.
v.intr. , and yet nowhere near as impressive as the trust each person had in working together.
As the industry becomes more global, more niche focused, and more segmented between layers of the supply chain, I hear company leaders asking how they can leverage their strengths with strategic partners. Bur when you suggest to them some companies that might be a good fit all you hear are the "buts." But they're they're
Contraction of they are.
they're be foreign; but they're a competitor; but they're a small player; but, but, but ...
Why can't company executives work together towards a common industry goal the way their technical staff works together on common industry technical problems? I believe the answer is trust. The technical staff looks at working together not as a strategic thing but as a personal relationship. You don't don't
1. Contraction of do not.
2. Nonstandard Contraction of does not.
A statement of what should not be done: a list of the dos and don'ts. trust strategy; you trust people.
I remember that in years past there was a higher level of trust between executives in our industry. Competitors may have slugged it out in the market for growth but they would also come together to help each other, and the industry, when a challenge or opportunity presented itself. Over the past decade that level of trust seems to have deteriorated.
Yes, the world is more competitive than it used to be. The industry has transformed from being many provincial regions to one global market. Still, it faces the same types of problems. Technology development, process improvement, customer service, environmental and legislative requirements are all areas that scream for collaborative effort--and collaborative effort demands trust. I could argue that because the world is different and more competitive our industry needs mutual trust at the leadership level now more than ever.
But how do you get to that point in this oft-polarized world of Sarbanes Oxley fearing large public companies vs. small entrepreneurial en·tre·pre·neur
A person who organizes, operates, and assumes the risk for a business venture.
[French, from Old French, from entreprendre, to undertake; see enterprise. survivors all looking suspiciously at the unprecedented growth of Asian giants? The first step is to not look at your peers as a strategic opportunity but rather as people. Get to know them--in person. For those who are less inclined to pick up the phone and call a stranger to arrange a meeting, the industry has many opportunities to meet by attending regional, national and international conferences and workshops. Regardless of any such published agenda, opportunity to meet and get to know your peers is abundant.
But more important than just meeting someone is opening a dialog. That's where trust enters the picture. If you want to enter into a collaborative activity or partnership of any kind you need to share your real thoughts, concerns and ideas with others. Only by offering your trust and sharing will you ever attain any benefit for your company, achieve personal growth for yourself and assist the industry as a whole.
If this sounds like a hard task, an impossible chore or even a total waste of time, then prove me wrong. Just attend one of the many industry technical conferences and see what happens. Watch your employees working with their peers hailing from across the globe as they tackle tough issues and challenging problems. Then attend some of the evening events and realize that not only can competitive peers work well together on a common goal but they can be friends and socialize so·cial·ize
v. so·cial·ized, so·cial·iz·ing, so·cial·iz·es
1. To place under government or group ownership or control.
2. To make fit for companionship with others; make sociable. together sharing personal tales as well.
In this increasingly competitive world we need to stop limiting ourselves by only thinking about strategic partnerships. If we want to leverage our respective strengths by working with other companies we need to get back to the basics of relationships and trust. Now, more than ever, we need all levels within our industry to demonstrate greater personal trust rather than empty strategic relationships.
PETER BIGELOW is president and CEO (1) (Chief Executive Officer) The highest individual in command of an organization. Typically the president of the company, the CEO reports to the Chairman of the Board. of IMI IMI International Masonry Institute (Washington, DC)
IMI Israel Military Industries
IMI Institute of the Motor Industry
IMI International Market Insight
IMI Imposto Municipal Sobre Imóveis (Portugal) (www.imipcb. com). He can be reached at firstname.lastname@example.org.