The School of Hard Knocks’ Post

Pretty clear message on how to succeed in business, you career and life in general.

Productivity improvements are not long-term. And they shouldn't be relied on as such. In fact, while they may increase output and reduce costs, those benefits only go to the shareholders unless there is a strategy to put them to good use. Even then, they create no barrier to competition. The productivity improvements commissioned by the executive team at Rubbermaid did not coincide with the CEO's strategy. Wolfgang Schmitt wanted a new product from each division every day. Productivity improvements were to increase capacity and reduce costs. Operations and product development teams rarely met. After a number of successful improvement events, the 'bean counters' weren't seeing a whole lot of savings. That's when we started tying improvement efforts to the supply-chain and the Voice of the Customer critical to quality opportunities. We ended up chasing inventory out the door and producing what the customer wanted when they wanted it. Operations had to create their own strategy that had little to do with the corporate strategy. While productivity improvements helped increase the sales price to Newell, it was the product engineering team that created Little Tikes' uniqueness in the market. Schmitt tried to capitalize on product engineering with a wholesale approach. Operations tried a localized approach to steer the corporation. The failure of these efforts gave Rubbermaid no other option but to sell to Newell. Little Tikes is now in the hands of leadership who know the toy industry. To read more of my adventures with Little Tikes: #productivity #product #innovation https://lnkd.in/gW_ngpBe

You're wrong if you think expanding your business is easy after you reach certain heights. Here's how I cracked My first Pepsico Deal. When we were in the printing business, I had my eyes on entering the signage industry. And, Pepsico's Frito-Lay was a key player in the market. They were known for their demand for high-quality printed danglers and badges. Naturally, I saw an opportunity. But, breaking in was not easy. The buyer was already working with another supplier and was not interested in me. My request for an appointment was dismissed outright. His response bruised my ego, but it also fueled my determination. I decided I wouldn’t take no for an answer. For 30 days straight, I showed up at the PepsiCo office every morning before the supplier arrived. ~ I’d greet him when he walked in. ~ Settled down in the reception area with my laptop ~ Working away while waiting for a chance to talk. Each evening, I’d say goodbye as he left. Finally, on the 27th day, he called me asking 'What do you want?' I seized the moment. I explained how my products could offer value addition with: Cost savings + Superior quality I presented my rates and samples. To my surprise, he was intrigued. Not only did he listen, but he also visited my factory and gave us an opportunity. That’s how we landed our first deal with PepsiCo Frito-Lay's. The lesson? Resilience is often the bridge between rejection and success. When faced with resistance, showing up consistently with confidence and clarity can turn a “no” into a “let’s talk.” For every founder out there, don’t let rejection blur your vision. Sometimes, it’s about how long you’re willing to wait in the lobby before the door finally opens. PS: How long have you waited to crack a major deal for your business? Would love to hear your story in the comments below. ♻️ Repost this to help others! __ P.S: I am Saurab and I talk about entrepreneurship and leadership. Do follow SAURAB KAPOOR for more such content! 🔔 #persistence #foundersoffice #businesslessons #resilience

🌟 Celebrating Growth this September! 🌟 As we enter the final stretch of 2024, we’re excited to share the journeys and achievements of our exceptional Cloverites who make Clover 𝐁𝐞𝐭𝐭𝐞𝐫 𝐟𝐨𝐫 𝐭𝐡𝐞 𝐁𝐞𝐧𝐞𝐟𝐢𝐭 𝐨𝐟 𝐀𝐥𝐥!. In Clover, the 𝐬𝐮𝐩𝐩𝐥𝐲 𝐜𝐡𝐚𝐢𝐧 plays a critical role in ensuring the efficient flow of products from production to consumers. The supply chain's efficiency directly impacts product availability, quality, cost, and overall customer satisfaction, making it a core function in Clover’s operations. Werner Dreyer began his career with Clover in 2013 as a Supply Planner. Shortly after starting in this role, he was promoted to Deployment Manager, responsible for overseeing the replenishment of inventory across the Clover Supply Chain. He has recently been appointed as 𝐆𝐫𝐨𝐮𝐩 𝐌𝐚𝐧𝐚𝐠𝐞𝐫 𝐟𝐨𝐫 𝐒𝐮𝐩𝐩𝐥𝐲 𝐂𝐡𝐚𝐢𝐧 𝐏𝐥𝐚𝐧𝐧𝐢𝐧𝐠, where he leads a team responsible for all aspects of Supply Chain, from Demand Planning to raw milk planning, which is the driving force behind Clover's operations. After years of being a financial advisor, Werner decided to shift his career to the field of Supply Chain. His curiosity began with understanding how businesses manage inventory stockholding. He became particularly intrigued by how mathematical models and algorithms are used to forecast demand, optimize stock levels, and minimize costs. Over the years, Werner's passion for Supply Chain has evolved as he witnessed the impact these mathematical approaches have on real-world operations. The top three leadership qualities Werner believes are essential in managing a Supply Chain planning team effectively are strategic vision, effective communication, and mentorship and development. These qualities are the foundation of ensuring that, under your leadership, your team represents you in the best way possible and you both strive for success. Seeing his team succeed is incredibly rewarding for him. Without a motivated and successful team, leadership means little. In our fast-paced and ever-evolving industry, adaptability and continuous progress are key drivers of success. Work-life balance is extremely important to Werner. To achieve this, he enjoys cycling over the weekend to recharge, clear his mind, and reflect. Werner advises others who aspire to advance in Supply Chain to always be determined and committed. The Supply Chain field is dynamic and requires staying ahead of the latest technological advancements. Adaptability and agility are two key traits essential in this ever-evolving industry. #CareerDevelopment #SupplyChain #ProudMoment #Clover #EmployeeSpotlight #TeamWork #Leadership

“Put your mop down, you’re coming with us,” Roger Enrico, former CEO of FRITO LAY INC, famously told then-janitor Richard Montañez, when he proposed Flamin’ Hot Cheetos. Enrico encouraged all 300,000 Frito-Lay employees to “act like an owner,” empowering Montañez to bring forward his multi-million dollar idea to the CEO. This story reminds us of an important lesson: the value of a great idea, no matter what level of an organization it comes from. In fact, research proves that the most productive and collaborative teams are those that actively seek out ideas from EVERY level of an organization. The next industry-changing idea is out there. Are you prepared to find it in your company? Reflection Point can help. Our programs bring together people from all levels and functions. We help them bridge across differences, build relationships and listen to each other's ideas. Here’s how the science of connection can unlock innovation and transform your team. #actlikeanowner #innovation #connection

Productivity improvements are not long-term. And they shouldn't be relied on as such. In fact, while they may increase output and reduce costs, those benefits only go to the shareholders unless there is a strategy to put them to good use. Even then, they create no barrier to competition. The productivity improvements commissioned by the executive team at Rubbermaid did not coincide with the CEO's strategy. Wolfgang Schmitt wanted a new product from each division every day. Productivity improvements were to increase capacity and reduce costs. Operations and product development teams rarely met. After a number of successful improvement events, the 'bean counters' weren't seeing a whole lot of savings. That's when we started tying improvement efforts to the supply-chain and the Voice of the Customer critical to quality opportunities. We ended up chasing inventory out the door and producing what the customer wanted when they wanted it. Operations had to create their own strategy that had little to do with the corporate strategy. While productivity improvements helped increase the sales price to Newell, it was the product engineering team that created Little Tikes' uniqueness in the market. Schmitt tried to capitalize on product engineering with a wholesale approach. Operations tried a localized approach to steer the corporation. The failure of these efforts gave Rubbermaid no other option but to sell to Newell. Little Tikes is now in the hands of leadership who know the toy industry. To read more of my adventures with Little Tikes:

I love reading articles on CNBC Especially articles that I can apply to my business And so, I am sharing one from last week that I found interesting Starbuck's new CEO laid out his turn around plan And in my opinion, it is relatively simple And straight forward -> Simplifying operations for his employees -> Personalizing the experience for customers (Hey the sharpies are coming back) -> Improving the speed a customer gets their order -> Alienating some customers to better appeal to the masses This is my quick take, and cant wait to hear your take. And if you are wondering, im taking these ideas I'm Goose 🖐️ Leading manufacturing and construction professionals to a more tax efficient and work optional lifestyle Ex-Paper Maker making finance easy #Leadership #Manufacturing #Construction #Planning #Execution And applying where possible to my business https://cnb.cx/3AHRzVn

Some time ago I was in our new HQ Swisslog in Atlanta, USA. Clear: I was at the baseball game of the Atlanta Braves too 🤗. A real successful team, with very good players and an excellent line-up and tactics. As a logistician, I especially enjoyed the game. At first glance, baseball and logistics seem to have little in common, but there are some parallels:   👉 Teamwork and coordination: Teamwork is crucial in both baseball and logistics. In baseball, the team must work well together to be successful, like logistics, where different departments and partners must be coordinated to ensure an efficient supply chain. 👉 Strategy and Planning: Baseball requires strategic planning to make the best plays. Likewise, in logistics, careful planning is necessary to develop the most efficient logistics handling and storage strategies. 👉 Timing and precision: In baseball, timing is crucial when hitting and throwing. In logistics, precise timing is important in order to perfectly coordinate the flow of materials and avoid bottlenecks 👉 Flexibility and adaptability: Baseball players need to adapt quickly to different game situations. In logistics, flexibility is required in order to react resiliently to unforeseen events. 💪 These similarities show that both baseball and logistics are complex systems that require good collaboration, strategic planning, and flexibility.    💡 Every industry has its own challenges in this regard. These can be answered with individual solutions. Or you can rely on a team and its solutions and benefit from experience and skills. I have summarized how important this is, especially for the software in warehouse automation for food & beverage industry (bot not only for this branch 😉) , here:   📃 https://lnkd.in/dpPQEax7 Enjoy! #logistics_automation #logistics_is_value #Love_what_you_do

In the quest for business excellence, one concept consistently takes center stage in boardroom discussions: simplification. 🎯 It's about achieving more with less underpinned by noble purpose across customer interactions, products, and internal processes. But how does this translate to strategic oversight and co-creation by the board? For board directors, understanding the nitty-gritty of value creation is pivotal. Just look at Costco Wholesale's strategy - simplicity in inventory and competitive pricing, driven by CFO Richard Galanti's insight, keeps their customers loyal and coming back for more. A great formula to increase Earnings Growth Rate. This is the kind of financial acumen that turns strategy into success. 💼#Leadership #CEO #CIO #CTO #CISO #BoardGovernance #BusinessStrategy #BoardroomInsights #ValueCreation #CustomerExcellence #CFO Manuj Aggarwal "Bo" Subodh Dalvi https://lnkd.in/eSkUFbZP

I had the chance to share my perspective on Operations Management with Dan Dressman's UC Business Strategy last night. Despite the shifting weather warnings, I'm thankful for his students showing up & asking questions. While the vast majority of his class isn't operations focused, we talked about the importance in execution because that is the only thing the customer sees using lessons I learned at IBP and building Kroger's Case Ready network. Every role contributes to the team's successful execution including marketing, finance, & IT. Understand how you fit & why it matters (Bill Rupp) #processimprovement #groceryretail #meat