When Is It Time To Change Your High Tech Manufacturing Strategy?

Dec 30, 2010 12:00:00 AM

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“In the high tech manufacturing business, sustaining change is the key to success,” writes my colleague Bjorn Kuijt in the article, Thriving in the Turbulent World of High Tech Manufacturing published by Microsoft Dynamics Community.

I cite and link to this article as this will be my last post of the year, meaning it will likely also be the last post of mine that you read this year.  And if you are like most, you are anticipating the change that will accompany the calendar’s flip to 2011.

But for those of us who work in or with the high tech machinery or discrete manufacturing industry, the change we feel moving into a new year is far tamer than the change we manage in order to survive on a daily basis.

Take the example Kuijt cites in his article:

“In the first decade of the 21st century, availability of semiconductors and chip-producing machinery became abundant. The result has been that high tech machinery and parts manufacturers have had to change their business approach to create new opportunities that take advantage of the surplus.

By changing, and adopting new business strategies in line with this shifting trend, one company was able to develop a new revenue opportunity by switching its focus to manufacturing new machines to fabricate new sustainable products, such as solar panels and equipment.”

The underlying subtext of the story Kuijt cites is that had this high tech manufacturing company not changed and adopted a new strategy, it may very well have become an example of the dangers of avoiding change – rather than a success story.

In the example above, the high tech manufacturing company was able to see and proactively change its strategy proactively in line with a changing business landscape.  In determining whether or not it is time to change your strategy, these signals should be looked at in clear sync with your own business data.

For instance, are you seeing a drop in levels of bills or materials?  An increase in the need for subcontracting?  A call to diversify engineering?

Your own changes in business data, of course, will be far more specific.  Your key will be to sync specific changes in your data with the broader trends being exhibited by the industry in which you work – and, of course – to distill and interpret meaning.  This is the art of analysis – and the key to transforming the need to change into a roadmap for success.

And so as we move from one year to the nextknow that when it comes to your high tech manufacturing strategy, the tinge of change you feel should be far less dependent on the flip of the calendar than the flipping of trends.

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About Author
Luciano Cunha

Luciano Cunha

Chief Executive Officer (CEO) For Luciano, being responsible for To-Increase’s global sales and marketing means unleashing the company’s insight, innovation, and creativity to tell our story and help customers achieve their goals. On the road much of the time, he travels the world to meet with customers, understand their challenges and ambitions, and find the most effective ways to help them advance. Luciano develops and mentors our marketing and sales team, and creates strategies to help the To-Increase worldwide partner channel thrive and grow.
Making Customer Needs the Main Business Driver Luciano and his team have daily conversations with the To-Increase research and development organization to bring customers’ requirements and concerns into the road maps and design of our solutions. Luciano brings his insight to the marketing group to make sure the company’s communications resonate with customers and speak directly to their experience.
“I’m awed by customers’ innovative spirit in taking business management technology past its limits and by their generosity in letting us participate and empower them. I hope to transform our organization to become even more customer-centric than we are today. That means making more resources available to spend productive time with both our customers and partners, so we can ensure that we place into customer businesses effective solutions that fit the evolutionary stage of their operation and the way their people and processes work.”
Empowering a Global Channel
Because To-Increase only sells through partners, readying the channel to be successful in helping customers is a business-critical effort. Luciano aims to meet partners where their interests are. Partners who consider the relationship with To-Increase strategic can rely on our industry specialists to work with them as they plan their growth and serve customers. If partners prefer a less collaborative relationship, they still receive the rich To-Increase expertise and resources to ensure they win the business, perform a successful deployment, and retain a satisfied customer. In working with partners and their customers, Luciano brings to bear his experience of many years of creating successful, customer-focused business development and marketing strategies in many of the world’s countries and regions.
Enabling Customer Success in Challenging Business Environments
Looking into the near future, Luciano expects that customers will continue to expect To-Increase to help them make business sense of unfolding trends and technologies. For example, the internet of things (IoT) will thoroughly revolutionize manufacturing, engineering, and supply chains. Big data will be meaningful and valuable when decision-makers can use technology solutions to transform it into actionable business intelligence that supports key roles and business processes. Mobility will help companies become digital enterprises and move business processes forward from any location, at any time. Team To-Increase harnesses innovation to help customers translate the promise of these technologies into business results.
Before his current role, Luciano for several years was one of To-Increase’s global industry directors, responsible for our industry solutions. His experience also spans more than 17 years in IT and manufacturing management roles. These positions took him into various areas at IBM Brazil, serving as product manager for several software development companies, and included working in senior management at a manufacturing organization in the U.S.
Luciano is married with two young children. Away from work, he enjoys participating in a soccer class together with his son and daughter as well as taking relaxing walks in natural environments with his family.

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