NO TIME LIKE THE PRESENT
In response to “The Time Is Now” (October 2018, pp. 18-23): Very well-put article with easy examples. The widespread use of blockchain also will depend on affordability and skill availability. As we move down the supply chain, any additional cost would have a major effect, unless the client drives it and makes it available to its vendors easily. Thanks a lot for sharing this.
PROMPT PROBLEM SOLVING
“Back to Basics: The Right Questions” (October 2018, p. 64) is a great article. “Why is this a problem?” is a great question. This clarifies the consequences of the failure and builds empathy, thereby increasing commitment to pursue the solution.
“Pitfalls and Pratfalls” (September 2018, pp. 42-47) serves as a reminder about why the same problems keep repeating, even after they are supposedly addressed.
The Reaction Gauge
This month’s question
The new tariffs the United States has placed on foreign steel and aluminum and Chinese imports has cost American businesses millions of dollars. Among those hit the hardest are auto manufacturers, retailers and certain markets in the food and beverage industry. How has your organization been affected by these tariffs? What other industries have been affected by these tariffs?
Last month’s question
In response to competition from financial technology firms and evolving customer needs, many banks are revamping the way they do business and interact with customers. Now, many are providing around-the-clock service, offering more digital channels and closing some of their brick-and-mortar branches. How are shifting customer expectations reshaping other industries?
Joe Wojniak, Denver, says:
We are beginning to see a shift in how medical procedures are reimbursed. This shift is being called “value-based healthcare.” This is a significant change where healthcare providers are moving away from fee-for-service reimbursement and are emphasizing reimbursement based on patient outcomes.
Daniel Zrymiak, Vancouver, Canada, writes:
I support the provision of around-the-clock service and increased digital channels. I think that such innovations should not be limited to banks or financial organizations, but could be adopted by other types of organizations. It doesn’t even have to be around the clock—just during core business hours in all North American regions would be a constructive step forward.
Douglas Sadtler, Nashville, TN, notes:
I am particularly intrigued by the organization that decides to execute change management through the ostracism of its paying-customer base in an effort to satisfy a market segment that has walked away from it.