Transform Your Operating Model
With David Toth*
“So much of what we call management consists of making it difficult for people to work.”
It seemed like nothing would make a dent against a dismal situation. The $4 billion company in question had missed its growth objectives over the previous several years, and had only met its earnings targets a few of the preceding quarters. In response, the business had taken action. It had launched restructuring initiatives, creating a global supply chain function and deploying a global sales structure. It announced in year-end presentations a number of programs to focus on key business issues: reducing rising SG&A costs, improving working capital, and getting pricing right. In fact, ...