Another brick ripped from the wall

The wall I refer to is the Australian processed food industry. It is being torn down by the high $A, the strategies of the two retail gorillas who are stocking shelves with housebrands, global sourcing of product, and lack of will by Australian governments and institutions of various types that inhabit the fringes of the industry.

On January 6, Heinz closed its tomato sauce plant in Victoria, transferring manufacturing to NZ. This comes on top of the Heinz closure of the beetroot plant in Brisbane, and further closures in Wagga, and a very long list of other closures by many local and multinational businesses  that have occurred over the last 10 years.

Not only are we becoming just a quarry for the world, flog our minerals, and import the manufactured product, the same thing is happening to the food industry. Export the farm commodities while we still can, at commodity prices, and import the processed product.

According to the Australian Food & Grocery Council State of the Nation 2011 report, Australia is now a net importer of processed food. Can you believe that?

What happens to our rural communities, manufacturing capabilities, and innovation DNA? Without manufacturing to work with, innovation slows, and a vicious cycle of price driven commoditisation takes hold. 

There is a bit of bleating going on like this post, but little useful is being done.

So, here is a short list:

    1. Assemble and make available a detailed database of the food industry. It is astonishing that one does not exist. Instead, there are many partial lists assembled by various industry bodies, service providers and government agencies that together would offer some real statistics to enable decisions to be based on facts, not assertions and vested interests. The first step in improvement is to clearly understand what you currently have.
    2. Encourage, indeed demand, a collaboration between all the various Government, industry, and research bodies that serve the industry, and reduce the wasted resources by focussing on a few priorities that are bigger than the local, and special interest issues that currently dominate.  We can do far better, and spend far less with a bit of sensible strategic management of collective resources. The Federal Government is in a position to make this demand, as ultimately, they control the flow of funding. It should grow some “cohunes” and exercise some leadership for a change.
    3. Direct the Productivity Commission to produce a detailed industry profile to quantify the current situation, and provide a base for filling the gaps, and encouraging growth, capability development, and ultimately commercial sustainability.
    4. Be prepared to support sensible innovation, capability, and industry building initiatives, ones with a commercial justification, not just a political one. For example:
      • Revive the Regional Food processing grant program, but have it run by commercial people with a detailed industry background, and flexible guidelines, not Canberra bound bureaucrats who  measure activity not outcomes but by box-ticking.
      • Reinstate trade training at regional TAFE institutions in critical capabilities, fitters, welders, electrical trades, boilermaking, and mechanical engineering.
      • Rebuild sagging infrastructure, particularly rail and road/rail hubs. Road transport costs are strangling many regional manufacturing centres after the widespread and almost indiscriminate closure of regional rail lines.
      • Crash through all the stupid State/Federal demarcation and duplication that stymies all of the above, and have a national approach, after all, it is a national challenge, not a state one.

Send me your policy suggestions, maybe, just maybe we can get somebody to listen.

 

 

 

 

Invest in the process.

A friend of mine, a smart bloke, has coached local soccer teams for ages, and seems to be able to take a bunch of ordinary 15 year olds, and mould them into a winning team.

He has done  it time and time again.

The formula he uses is as deceptively simple, as it is unusual. He simply motivates the youngsters to do their best, to be able to look in the mirror in the change rooms, and know that they played their best, individually and as a team. The result is almost irrelevant, no more than a  means of keeping track of their progress.

He tells the kids they should not worry about the things over which they have little control, just worry about the things they can control, their own performance, and he encourages, cajoles, and drives for each individual to do their best. He focuses on improving the individual skills and teamwork the processes that lead to winning, rather than just on winning.

It may be a local soccer club, but the parallels to business, and life, are strong.  Improving the processes will lead to better performance, and ultimately to winning.

Being better is the objective, winning is just the outcome.

What’s coming for 2012?

It is the time of year for predictions and reviews, so here is my shot. Three general predictions, and one very specific one, followed by a review of my predictions of this time last year.

    1. The barriers to communication are falling so quickly, that a raft of tools are emerging that will change the way we consume. Collaborative Consumption is emerging as an economic driver that  will change the mechanics of many industries, and create new ones. Companies like Zipcar remove the need to own a car, particularly useful for inner city residents, Swaptree replaces the sale of Ebay with a swap, something you have but no longer need being swapped with someone with the opposite.
    2. Small is good!. Starting a new business has never been easier, and they are popping up all over the place, replacing and renewing all sorts of services. All that gets in the way of all this new activity is the institutional barriers in place from last century. If you need a bit of money to fund a good idea, and the family and friends, the traditional source, are wary, try Kickstarter.com, where money is pledged to good ideas.
    3. The wisdom of the crowd is slowly being recognised, but the pace is accelerating rapidly. This idea, first comprehensively articulated by James Suroweicki, the New Yorker columnist some years ago is gaining amazing traction in management practice as its self evident truths are incorporated into activity. The next step is to assemble this wisdom from the electronic fingerprints we all leave across the net. Scary to some from a privacy perspective, enormously productive from the factory floor to the boardroom and political forums.
    4. The Mad Monk , Opposition leader Tony Abbott will not make it to the end of 2012, but will be replaced by Malcolm Turnbull, who appears to be on of the few in the Parliament who actually listens to the facts, and acknowledges that ideological solutions to the complex problems we face are just too simplistic to work, but that we need a consistent philosophical foundation to the decisions that are made, rather than a response to a focus group. 

 

 

At the end of 2010 I made some observations and predictions, so how did I go? Generally, the trends identified here I believe will continue,  with the exception of the first one, which is now appears likely to be very wide of the mark.

    1. We may regret the increase in “touch” devices as we use them to replace human contact. Jury is still out, the growth of touch devices has been amazing during the year, and shows no sign of lessening,  but there is little evidence that my concern about the humanity in relationships being eroded is valid. Score 2/10.
    2. Global retailing takes over. It seems the e-tailing revolution is really here, now you can find and buy just about everything on the net,  from books and electronics to whitegoods, cars, and even love.  Score 7/10. marked myself down a bit because it was so obvious.
    3. Net advertising will overtake traditional advertising. I  have seen conflicting numbers, so who really knows, but I suspect it has happened, and when you add in the growth of “content” posted on sites like u-tube, that are not paid advertising, but have a marketing objective, there is no doubt paid advertising in “traditional” media is now behind advertising/advertorials on the net . Score 7/10.
    4. Social media comes of age. Got that right, the quickest growing demographic on social media is 50 plus, often connecting with scattered grandchildren, then discovering  SM is a great tool for all sorts of other things. Score 9/10.
    5. The cloud rolled in. Again, got it right, the hype around the cloud appears to be turning into investment, not just so institutions can reduce their costs, but because change is so rapid, it is now easier to keep up on the cloud. Most are finding it is not cheaper, the money just moves from the balance sheet to the P&L, but far more flexible, and responsive to change. Score 9/10
    6. Data mining will gain momentum. This happened, and is still happening, but slower than I thought it would. I suspect the growth in the cloud, (5) and crowdsourcing  (7) will provide significant momentum. Score 6/10
    7. Crowdsourcing will emerge from the shadows. This is certainly a trend that accelerated through the year, and is still gaining momentum. Everything from NPD, to project management, graphic art, sales lead identification, and customer service delivery. Score 7/10, just because it it taking a bit longer than I expected.
    8. Two speed Australia became accepted, even if two speed now appears to be a much more complicated mix than just 2 speeds. The  added complication is the financial crisis in the Eurozone, and the knock-on impacts that could have on Australia’s economy as exports from to Europe and the US from China slow. This is a truly scary scenario. Score 7/10.
    9. Climate change and the political response. With the exception of Australia, with Bob Brown calling the shots in Canberra, climate change fell down the agenda in developed countries in the face of financial woes. Companies may be working slowly to adjust their  activity mix, but politicians are more concerned with re-election, and are taking populist positions rather than taking the really hard decisions that will alienate large parts of electorates. Score 6/10
    10. The push for regulation. Got that right, often by stealth, regulation is coming back as a strategy option for governments everywhere. In Australia the most obvious is our workplace legislation. Got that right, 9/10. In December, 2011 it was announced that “Fair Work Australia” would undergo the promised review of its effectiveness, chaired by the new minister Bill Shorten, who has already announced his view that we are leading the world in workplace regulation. My bullshit meter hit overdrive when I saw the press release, as it is clear that the regulations are stifling innovation, risk taking and productivity, and are simply an acknowledgement to the “left” whichever party they belong to . There are several others, like the so called “Road safety Remuneration Bill” which is really just a government sponsored grab for power by the TWU, and promises to cost the community heaps, and put even more small transport operators out of business, but are travelling under the radar.

Overall, I give myself a pretty good pass mark.

 

Hope 2012 is a good one for you.

Allen

 

Best management tool ever

The best management tool available is amongst the cheapest, a pair of shoes.

Hierarchies are vertical, they filter and modify information as it goes up and down an organisation, but real things, those that customers pay for,  get done in an organisation horizontally, and generally at lower levels, at the “coalface.” So, for someone at the top to really understand what is going on below, they must be where the action is, not in the boardroom.

In Lean parlance, a “Gemba walk”.

Get yourself a pair of shoes for Christmas.

 

Meritocracy, not democracy.

Meritocracy is about the best ideas, whereas democracy is about consensus, usually an average outcome.

In a democracy, those who manage to smooth the waters, and gain the average usually get ahead, but in a true meritocracy, those with the best ideas get listened to, and eventually get ahead.

Collaboration is often confused for democracy, everyone gets an equal turn, but in a collaboration that will win, only the best ideas survive the demanding, often aggressive review and decision making process that are core to success. It is this review that crashes most collaborations, because most people see them as democracies, not meritocracies brought together to identify and harvest the best ideas.

Sobering thought when you consider the challenges we face, economically and socially, to think that at best, we can have an average outcome.

3 requirements for Respect

Respect is a word bandied about a fair bit, but what does it really mean in an organisational sense?

It seems to me that respect is rarely built by an avoidance of conflict, rather by the willingness to meet it head on with three behavioral characteristics:

    1. Using facts and data when available on which to base a view, not relying on personality and position.
    2. All assumptions made are absolutely transparent, and any relevant data is available to all for analysis and debate.
    3. “Due process” during the discussions is clear, all parties have ample opportunity to put views, particularly dissenting ones, on the table for  discussion.

By contrast, the easiest way to destroy respect is to allow personal stuff to intrude.