You make business decisions every single day. Every once in a while, a decision comes along with the potential to be a game changer for your organization.
The agri-food system is changing and your organization is no doubt working through the ways to cultivate competitive advantage in an industry that’s moving at warp speed. But disruption and chaos in the marketplace isn’t necessarily always a bad thing.
A large part of the retail business is about supply chain management and operations, or SCO. Traditionally, SCO management has often been associated with efficiency, but that’s not necessarily an all-encompassing way to think about SCO strategy.
There isn't much attention paid to how decision-making transitions from one generation to the next on family farms. The problem? As the roles of each on-farm generation evolve, it affects more than just the farm families. It affects the businesses who work with them.
Our complex agri-food system is dynamic and ever changing. Managers and the teams they lead have to be able to positively adapt to change and adversity.
Even when analysis is complete and the path forward seems clear, decision-making can be a challenge. The key is to avoid psychological traps along the way.
Managers are shifting away from annual reviews, eliminating employee rankings, focusing on improving the collection and use of data, and incorporating talent and performance management into the executive suite of decision-making.
Defining company culture is hard enough—let alone changing it. But if you’re in a leadership position, you have a role.