Operations

To gain competitive advantage from supply chain analytics, many companies need to reduce the time it takes to act on the insights those analytics generate.

We are evolving toward an age of networked enterprises, in which the traditional hierarchies of the corporation will be supplanted by self-organizing systems collaborating on digital platforms.

Thanks to emerging technologies like 3-D printing, manufacturers can offer consumers customized products and do so with unprecedented speed. Intrigued by a new product you saw in a YouTube video? Well, someday soon you may be able to personalize it, order it via the company’s website, and have it in your hands in a matter of days. But to enable this phenomenon at scale, an entirely new model of supply chain is required.

Digital technology has already upended the media and information sectors. It’s about to do the same to the manufacturing economy, and pave the way for what can be called the “pan-industrial” strategy.

As busy as they are, leaders need to find ways to observe fundamental work processes in their organizations. When they do, they usually discover that there are gaps between theory and reality in how works get done. Michael Morales’ experience — in which identifying and addressing such gaps led to his company saving $50,000 in just 60 days — is a case in point.

Any organization intent on surviving and thriving into the future must follow a disciplined approach to “flaring” and “focusing,” as it alternates between broadly imagining and vigorously challenging the possibilities.

Few questions in business are more powerful than “What problem are you trying to solve?” Leaders who can formulate clear problem statements get more done with less effort and move more rapidly than their less-focused counterparts. But stopping to ask this question doesn’t come naturally — managers must put conscious effort into learning a structured approach.

Projects can lose momentum if stakeholders grow skeptical. Here’s how to avert a ‘cycle of doubt.'

Near-term expectations for additive manufacturing techniques are overoptimistic.

The Chinese telecom company Huawei has used strategic partnerships to gain ground in Europe.