caLogo

ROI

Peter BigelowIs there more to good fortune than just fate?

We often hear the names of up-and-coming companies, each with interesting (or hyped) capabilities or fresh market approaches. Ironically, those moments can prompt us to contemplate companies long gone and the factors that helped others survive. What enables success in our highly competitive, ever-changing, global industry? Is it vision, opportunity or luck?

Early in my career, I was with large, publicly traded “Fortune” listed corporations. For those just starting out, those are heady places to be. Corporate headquarters were full of bright people whose jobs were to find ways for all the many diverse plants, operations, divisions and “strategic business units” to be successful contributors to the corporate good. Top on their list was making sure all people in all facilities knew and understood that pithy document known as the corporate “vision statement.” Those succinct declarations attempt to do two things: first, to channel staff efforts toward company success, and second, to convince staff that senior management in “the ivory tower” was focused on the future.

Read more ...

Peter BigelowAnd the path forward is all around us.

At industry events and when visiting with like-aged colleagues, I often hear reminders of “the good old days.” Such comments typically arise while discussing the difficulty finding, recruiting and retaining bright young talent. On one level I agree, especially when long-gone fun times and great friends come to mind. On a more focused, pragmatic level, however, I am thinking, “Things are exactly like they were in those days, and maybe it’s time that changed.”

Many of those old friends were, in their day, just as immature, impatient, all-knowing and audacious as the generation coming of age now. What’s changed is our perspective.

Read more ...

Peter BigelowThe balancing of “intelligence” and “smart” is an age-old conundrum.

The rage these days is something called “Industry 4.0.” I have been invited to scores of presentations designed to show how Industry 4.0 is not just the next generation of manufacturing, but a must-do next step to produce higher quality product, faster, on-time, and at far less cost. Industry 4.0 sounds exciting and novel, so I have participated in webinars, attended seminars and read up on this must-do phenomenon.

Spoiler alert: It’s not all that new!

 

Read more ...

Peter BigelowWith planning, the integrated supply chain can overcome the negative impacts.

It’s a small world after all, the saying goes. Ain’t that the truth!

For decades those of us in the electronics industry, and particularly those closely involved in the technology, have experienced the many changes and benefits a truly global economy can create and offer. Time was, an ocean, time zone or culture may have made integrated product development and manufacturing difficult and costly, if not totally impossible to achieve. Those days are long gone. And yet today it’s the norm that global companies – or consortia– work almost seamlessly together to bring to market the next cutting-edge, technology-rich, and most of all, cost-effective “must have” new product.

The evolution of the global supply chain involved many phases. First, parts, components, supplies and raw materials could be made in locations that offered either the lowest cost or the most advantageous transportation/distribution alternatives, or be where either the raw materials or end-customers were located – all of which resulted in the most cost-effective value. The evolution continued where R&D began taking place in different parts of the globe, which enabled different cultures and engineers in different end-user markets to incorporate the features, benefits and attributes sought by those different demographics into basic design. That led to a reduction of engineering costs to modify newly developed products to become truly universally successful. In turn, people from all over the world with different cultural backgrounds, different economic statuses and different educational levels began to work together and become friends. When people get to know each other, learn to appreciate and trust each other, and share common dreams and goals, the world truly seems smaller.

Read more ...

Peter BigelowAre otherwise global companies putting all their R&D eggs in one basket?

Buying cars is not what it used to be. I was recently kicking the proverbial tires in search of a new automobile. This was the 18th time I underwent this process, one I approached with mixed emotions. It’s always interesting to see what new technology, appearance and driving experience has been packed around an engine riding on four tires. Yet it’s also concerning, as the cost always triggers a rethink of my priorities and change in my expectations.

This time around, the two biggest areas of technological interest also provided the greatest areas of concern. One was the lack of familiar knobs, dials and gauges. For the seasoned driver, this can cause initial, if not ongoing, confusion while navigating heat, air conditioning, music, and all the other things cars can do. The second was the lack of a spare tire. Many cars (or their manufacturers) are being touted as so reliable, spare tires are no longer necessary. Just deploy the tire repair/inflator (if you can find it on the knob-less dashboard) and away you go.

Read more ...

Peter BigelowInvestment practices follow the same boom/bust cycle of the economy. Must they?

Read more ...

Page 12 of 24

Don't have an account yet? Register Now!

Sign in to your account