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.
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.
Defining company culture is hard enough—let alone changing it. But if you’re in a leadership position, you have a role.
Investing in development opportunities for board members in the business disciplines could be a critical differentiator for cooperatives that lead the transformation of the agricultural industry.
The agriculture industry is changing. Farmers are evolving. Agribusiness must adapt. But what does that really mean?
Business success is driven by strategy--strategic thinking, strategic management and strategic capabilities. Success is no longer about "doing things right," but rather choosing the "right things to do" and creating a differential advantage.
Steve Vande Loo, founder of Advanced Beverage Concepts, Inc., is a results-driven consultant to businesses directly and indirectly linked to the beverage industry. Drawing from an accomplished career as an executive for Coca-Cola, he provides clients insights on organizational strategy, leadership development, new-brand planning, and product introduction and commercialization.