Issue link: https://industrialmanagement.epubxp.com/i/285723
positively constructive way? Does the organization empower employees to be involved in decisions where processes are documented and measured and any problems are viewed as opportunities? Are processes constantly challenged to improve performance? Are exceptions minimized? Is data leveraged through reports that are integrated into a comprehensive management system so that issues are identified long before the customer encounters any significant impacts? When an organization exhibits constructive high-performance behaviors, its ability to manage effectively across multiple param- eters is increased. And, as a whole, the organization will work in a much more positive, energized and innovative mode. The second area leaders should focus on leverages analytics to provide a "data renaissance." Today's businesses have more data available than ever before. The attitude of "you can't manage what you don't measure" is passé, and measuring the wrong things can lead to the wrong behaviors. Therefore, leaders need to understand not only what is important to measure but how to predict issues proactively. Reports are acceptable for some circumstances, but predictive analytics and intelligent support systems will become differentiators. The winners will have the keen ability to see into the future and prescribe actions far in advance of adversity. A third critical success factor involves development of a university-industry partnership. The classic line between academic theory and practical application is a dynamic collaborative relationship that in many ways is characterized as symbiotic. Industry provides an incubator for research that is fertile ground for structured analysis and for disciplined methodologies to be used. Many highly technical graduate students are able to flourish in industry. Depending on organizational demographics and skills, these students often have a positive effect on up-skilling and providing a "stimulus" to those who have the will to know intui- tively how to change but may not have the way to solve a complex problem. By pairing process experts with those who have the tools and objectivity to reason logically and methodically, the combination could cause the light bulb to go off. This momentum is conta- gious, yielding papers written, patents published and processes transformed to be more effective, robust and accurate. There are no limits to what can be achieved. —WarrenA.BoldrinisaseniormanagerinIBM'sIntegratedSupply ChainOrganizationandthefeaturedspeakerfortheSEMSEngineering ManagementTrackatISERC2014. 10 Industrial Management IM MarApr 2014.indd 10 3/24/14 12:12 PM