|It isn’t enough for leaders to define the vision of an organization. Today’s leaders need to actively participate in the effort to make their vision a reality. Before implementation can begin, it’s important for a leader to understand his or her role. Following is an action plan that can be adopted and facilitated to assure that the vision is getting to an organizational understanding level.|
Executing vision takes commitment from people at all levels. Leaders who can breakdown the strategy that supports the vision across the organization so it’s relevant at each level (corporate, department, function, individual) help with engagement. Companies that recognize and embrace this level of collaboration strengthen their chances of success.
Business strategies and processes have life-cycles. In the wake of change, success can quickly turn to failure. The need to change can come from many different avenues – from a competitor, a new market requirement, or a significant environmental shift outside of your business model. Consistently review your market position and adapt rapidly.
Plan for Implementation
Implementing the organization’s strategies to align with the company’s vision requires an action plan. To successfully implement change you need to establish priorities, determine accountabilities for each action, identify risks, develop contingency plans, conduct stakeholders analysis, and measure / monitor / control the outcome to meet the plan.
Develop an Operating Model
An operating model is a tool used to define how the organization will implement its strategic plan into its environment. It encompasses all core work, competencies, tools, technologies, organizational structure, and processes needed to execute the company’s strategies. A strong organization understanding and alignment to the vision and strategy are critical to success.
By communicating successfully, embracing change, developing an implementation plan, and creating an operating model that makes sense, your organization can take your vision and transform it into a profitable, fulfilling reality.
Do you need help turning your vision into a reality?
All manufacturers have at least one element that sets them apart and can enable them to achieve success. If you haven’t yet uncovered that unique differentiator, MassMEP can help you. And if you have already discovered that element, we can work with you to turn your vision into a reality. For more information on innovative growth solutions, contact Tom Andrellos, MassMEP Director or Growth Services, at firstname.lastname@example.org.
By Susan ShalhoubPBN contributing writer
Last month the Massachusetts Manufacturing Extension Partnership, or MassMEP, welcomed Manny Jerome as project manager for client development for the southeastern region of Massachusetts. He’ll work directly with manufacturers on workforce development, growth and continuous improvement.
Jerome was previously the business director at Coats, an Uxbridge, Mass., company, where he created an innovative, extrusion-coated yarn-manufacturing process used in harnesses for construction, mining and other industries.
PBN: You have a bachelor’s degree from Bridgewater State University in biology. Are there ways that the concepts you learned then apply to what you do now?
JEROME: While at BSU, I learned a great deal about who I am, how to dream, to be an independent thinker, to balance and prioritize my schedule and my life, to trust my own instincts, and to respect and appreciate people from other cultures.- Advertisement –
While the technical skills I developed at BSU are very strong, I think one of the most important lessons learned … is that in order to succeed in life or at anything, you have to work hard to make things happen. I learned that communication is essential – we must reach out and talk to people, respect others, appreciate our differences, build relationships, network like crazy and, as Nike puts it, “Just do it!”
PBN: Explain this quote: “At MassMEP, I see that culture isn’t just one aspect of the game, it is the game.”
JEROME: While I’ve had the great fortune to have traveled around the world meeting and working with companies of all types, the common thread that I’ve seen and learned about is that the culture of successful companies – vison, strategy, values, beliefs, actions and the like – is always in alignment with how their employees behave and are perceived by their peers, colleagues, partners and, most importantly, their customers.
I have been a lifelong fan of the game of football and view companies … like professional football teams with players from a variety of backgrounds brought together to form a team. That team then trains and grows together, developing its own culture and personality as it gets ready for competition. … Each team puts together a game plan to play against another team and during the game, each team finds ways to adapt and adjust their game plan to uncover ways of winning.
Like the football team … MassMEP adapts and adjusts to meet the ever-changing needs of manufacturing companies. It’s a part of their game plan – in my view – it is the game.
PBN: In general, what would you say is the status of Massachusetts manufacturers adopting principles of continuous improvement?
JEROME: Manufacturers within Massachusetts are adopting continuous improvement in increasing numbers. As the economic cycle remains strong, the major challenge is finding qualified people. Manufacturers are recognizing that although this is a challenge, it is also an opportunity to focus on eliminating waste in any form from their operations. Recognizing and eliminating waste is the essence of continuous improvement. It facilitates the ability of the current workforce to be more productive with existing resources, thereby providing some mitigation to the skilled-workforce shortage.
The key to maximizing the value of any continuous improvement program is the sustainment of implementing continuous, small gains that aggregate to major advancements. Trusted advisers, [such as] MEP project managers, are able to provide more-complete solutions, accelerate business development, create a competitive advantage and support the company in sustainability.
PBN: Is tracking data the only way for an organization to introduce accountability, or are there other, more internal methods?
JEROME: In my experience, successful companies have a solid foundation that is built around setting firm, clear and concise expectations; inviting commitment; effectively managing cash flow; working together as a team; and having a solid business plan in place. Successful companies are able to accurately measure the progress of [their] teams and team members and to be sure that they are in alignment with the company goals and expectations.
Companies that have mastered the ability to succeed always demonstrate how the individual teams are linked to one another and are sure to provide accurate feedback to their teams – so they can assess their progress and work toward making continuous improvements.
And finally, successful companies are very good at evaluating the effectiveness of each component within their organization – good, bad, or otherwise – to evaluate how well each component helps them to reach the company’s goals and mission.
PBN: What do you hope to bring to your new role?
JEROME: I plan to utilize my technical skills, manufacturing/business experience and my interpersonal talents to partner and work closely with Massachusetts-based manufacturing companies to help them grow.
In doing so, I plan to help locate available funding that will provide them with the training and skill sets needed to create more jobs, increase sales, reduce waste, and improve profitability, thereby providing them with the tools they need to successfully compete in the USA and at the international level.
Susan Shalhoub is a PBN contributing writer.
November 5, 2018 – Worcester, MA – MassMEP, the Massachusetts Manufacturing Extension Partnership, has announced the promotion of Kathie Mahoney to MassMEP Center Director. In this new position, Ms. Mahoney is responsible for leading and developing a team of professional consultants who create economic impact by transforming manufacturing enterprises through operational excellence, workforce development strategies, and innovative growth initiatives. In the past year alone, her team’s work with manufacturers produced a $69.6 million increase in new sales and added 843 new jobs.
As MassMEP Center Director, Ms. Mahoney guides the organization and works closely with the President and its Board of Directors to realize the Center’s goals. Over the course of 20 years, she has built the MassMEP brand to be a recognized and trusted advisor to manufacturers. She possesses a detailed knowledge of manufacturing and has an extensive background in grant management, financial oversight, marketing management, and leadership. Ms. Mahoney holds a Bachelors in Business Administration from Assumption College and a Master’s of Science in Professional Communication from Clark University. She is also a Graduate of the NIST Emerging Leaders Program.
“MassMEP has a huge impact on the manufacturing ecosystem and I look forward to continuing the impressive growth and impact of the organization,” said Mahoney. “I believe the impact of MassMEP on its clients through top-line and bottom line results is a powerful driver of continuous improvement within the Massachusetts manufacturing ecosystem.”
John Killam, President of MassMEP stated, “We are very excited to have Kathie take on the role of Center Director for MassMEP. She brings to the job an exceptional combination of energy, leadership, and understanding of the challenges of manufacturing in Massachusetts. Her operational skill will help us continue to expand MassMEP and the work it does to strengthen Massachusetts manufacturers.”
Massachusetts Manufacturing Extension Partnership (MassMEP), part of the NIST MEP National Network, is a leading resource for manufacturing companies that believes in cultivating a community built on support, idea sharing, and achievement. MassMEP creates economic impact by transforming manufacturing enterprises and the manufacturing ecosystem. This is achieved through the delivery of operational excellence programs, workforce development strategies, and innovative growth initiatives, and enhanced by strategic public/private relationships. For more information, visit
TribalVision and Massachusetts Manufacturing Extension Partnership (“MassMEP”) have announced a collaboration that will offer both express and general grants to manufacturers through the Commonwealth of Massachusetts. This partnership will enable MassMEP to now be able to support Massachusetts manufacturers with the marketing tools and training needed to compete and grow in today’s competitive global business arena.
These projects will be funded by a Workforce Training Fund grant from the Commonwealth of Massachusetts, Executive Office of Labor and Workforce Development. The grant program is administered by the Commonwealth Corporation. General Program Training grant will allow manufacturing Companies to apply for a grant up to $250,000. The Express Grant Funds are limited to $30,000 per company per calendar year. Businesses can apply for grants to train current and newly hired workers.
“We’re excited to be partnering with TribalVision to now offer growth services to our Massachusetts manufacturers,” Tom Andrellos Director of Growth Services of MassMEP. “Through the approval of these express and general grants, manufacturers in Massachusetts will now be able to access a level of marketing training and resources that until now were unavailable through MassMEP. We are opening up our offering to extend beyond traditional lean and operational excellence support and are excited to be partnering with TribalVision on this initiative.”
Chris Ciunci, Founder and Managing Partner of TribalVision said, “We are thrilled to be partnering with Mass MEP to offer the depth of marketing training needed for Massachusetts manufacturers to be equipped to compete and win in today’s ever-changing global marketplace. The days of solely relying on trade shows and print publications for growth are ending, so it’s important for manufacturers to be equipped with the digital and social media expertise necessary to survive and thrive.”
For more information about the grants offered through MassMEP and TribalVision, visit: https://massmep.org/training-grants/
For Upcoming Marketing Workshops https://massmep.org/events-workshops/2018-10/
MassMEP is a collaboration between academic, business and government partners dedicated to helping Massachusetts manufacturers meet the challenges of competing in an ever-changing economy. MassMEP creates economic impact by transforming manufacturing enterprises and the manufacturing ecosystem. This is achieved through providing operational excellence, workforce development strategies and innovative growth initiatives, enhanced through leveraging strategic public/private relationships.
To learn more, visit https://www.massmep.org/
As an outsourced marketing department for hire, TribalVision’s mission is to help organizations grow. This is achieved by combining intelligent strategy with tactical execution in a hands-on, results-driven manner. TribalVision utilizes its clients’ marketing budgets as efficiently and intelligently as possible – ensuring that each dollar spent maximizes awareness and generates new business. TribalVision’s unique marketing model is designed to fully align interests with client outcomes – guaranteeing an objective, client-first partnership. This is demonstrated in the firm’s fee-based compensation structure, “roll up your sleeves” mindset, metrics-driven approach, and role as a trusted marketing resource tasked to help navigate organizations to higher grounds. To learn more, visit www.TribalVision.com.
The latest news and information about Massachusetts manufacturing, workforce development, sustainability, lean methodologies, business development, and more — from your business partner, MassMEP.
- Innovative Growth SolutionsTransforming Vision into Reality 06/10/2019
- One on One: John Killam, president and CEO of the Massachusetts Manufacturing Extension Partnership 03/25/2019
- Five Questions With: Manny Jerome 03/21/2019
- Leader Effectiveness Training 02/21/2019
- WHAT DID YOU MISS IN SAFETY COMPLAINCE FOR 2018? 02/13/2019