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Breakbulk Europe 2020 Cancelled

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Breakbulk Europe 2020 Cancelled

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Breakbulk Europe 2020, the world’s largest event for the project cargo and breakbulk industry, has been cancelled and will return to Messe Bremen, 18-20 May 2021.

We have been monitoring the situation in Bremen very carefully over the past months and have consulted with the venue, local authorities and industry bodies regarding options for the event this year. When the decision to postpone Breakbulk Europe was made in March, there was optimism that a September dateline would work.

The Government regulations currently in place impose a ban on all events and exhibitions with 1,000 or more participants until 31 October 2020, which means that sadly, it is impossible to deliver the event for our attendees and customers of Breakbulk Europe this year.

Work is already well underway for Breakbulk Europe 2021 to provide the leading global platform for our community to connect, learn, network, and – most importantly – do business. In the meantime, Breakbulk will continue to deliver its recently launched Breakbulk365 program that includes webinars and the BreakbulkONE Show to ensure the project cargo industry stays connected and updated on critical information during this period of constant change.

To receive the weekly BreakbulkONE
newsletter, sign up at http://breakbulk.com/page/one.

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Breakbulk Europe has become the global hub for the industrial project supply chain, including the world’s foremost manufacturers, oil & gas companies, EPCs, carriers, ports, logistics firms, specialized transporters and related service providers. The event draws around 10,000 professionals from more than 120 countries. To request 2021 exhibition and sponsorship information and to learn more about Breakbulk Europe, visit europe.breakbulk.com. Breakbulk Europe is one of three Breakbulk global events, along with Breakbulk Americas in Houston, 3- 5 November 2020 and Breakbulk Middle East in Dubai, 09-10 Feb. 2021.

Hyve Group plc is a next-generation FTSE 250 global events business whose purpose is to create unmissable events, where customers from all corners of the globe share extraordinary moments and shape industry innovation. Hyve Group plc was announced as the new brand name of ITE Group plc in  September 2019, following its significant transformation under the Transformation and Growth (TAG) programme. Our vision is to create the world’s leading portfolio of content-driven, must-attend events delivering an outstanding experience and ROI for our customers.

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How Global Leaders Formulate and Execute Corporate Strategies to Meet External Challenges

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Any organizations have plans going well into the future. Strategic goals spanning five to fifteen years while short-term goals are more tactical and are just as important. Two prominent scholars that are well known in the Academy of Management – one of the largest leadership and management organizations in the world, by the names of Charles Hofer and Dan Schendel see strategy as a “fundamental pattern of present and planned resource deployments and environmental interactions that indicates how the organization will achieve its objectives.” Another scholar, Kenneth Andrew, describes strategy as a pattern of decisions and plans which are directed at interacting with the external and internal environment and effectively and efficiently allocating capabilities to achieve organizational objectives.

There are different typologies of strategies and one typology of these existing typologies that can create better results for companies when compared to others. Much of what I share comes from my experience as a senior management consultant in San Diego, California.

In my experience working with more than 30 Fortune 100 companies, executives consider the four dimensions of corporate strategy including analysis, pro-activeness, defensiveness, and futurity. Analysis strategy is defined, by Venkatraman, as “the tendency to search for problems and their root causes and generates better alternatives to solve them.” When executives analyze strategy, they can create more knowledge and find the best solution using a problematic search of various options. This type of strategy also stimulates companies to apply information systems in their decision-making processes in order to investigate various alternatives and options. Also, executives analyze strategic milestones to meet the goals of employee development.

An analysis strategy can develop opportunities for employee development by assessing current situations in detail. This strategy provides new and more innovative solutions for organizational problems as they arise. To develop this strategy, executives can particularly contribute to the development of a workplace in which there is/are:

-Emphasis on effective coordination among different functional areas.

-Extensive use of information systems to support decision making.

-Comprehensive analysis undertaken when confronted with an important decision.

-Use of planning techniques.

-Effective deployment of management information and control systems.

-Use of manpower planning and performance appraisal of senior managers.

Pro-activeness is a strategy element used by executives who take a proactive approach to search for better positions in the business environment. As executives use the pro-activeness strategy which refers to finding new opportunities and proactively responding to current challenges in external environments, they can enhance their span of control. To cultivate a pro-activeness strategy, executives can contribute to the development of a workplace in which there is/are:

-The constant search for new opportunities.

-Attempt to introduce new brands or products in the market.

-The constant search for businesses that can be acquired.

-More effective expansion of capacities when compared to our competitors.

-Strategic elimination of those operations that are no longer profitable in later stages of life cycles.

Defensiveness recommends undertaking defensive behaviors that manifest themselves in enhancing efficiency and in cutting costs while maintaining continuous budget-analysis and break-even points. Executives can take an offensive approach and in this case, they employ a defensive strategy. A defensive strategy utilizes modifications in order to efficiently and effectively use organizational resources, decrease costs, and control operational risk. Some executives feel that a defensive strategy, while necessary, sets a negative connotation on their span of control. A defensiveness strategic approach, in fact, enhances organizational learning through reusing commercial knowledge. To foster this strategy, executives can particularly contribute to the development of a workplace in which there is/are:

-Regular modifications to manufacturing/service technology.

-Use cost control systems for monitoring performance.

-Use of current management techniques to ensure that we move smoothly at the required level.

-Emphasis on product/service quality through the use of work improvement teams.

Futurity is reflected in the degree to which the strategic decision-making process takes a two-way approach—-an emphasis on both long-term effectiveness and shorter-term efficiency concurrently.  Executives use a futurity strategy to expand the growth opportunities available to companies to close the gap between success and failure. Futurity strategy implements basic studies to identify and actively respond to the changes that occurred in the external environment and provides better outcomes. To create a futurity strategy, executives can contribute to the development of a workplace in which there is/are:

-Specific criteria used for resource allocation which generally reflect short-term considerations.

-Emphasis on basic research to provide us with a competitive edge for the future.

-Key indicators of operations forecasted.

-Formal tracking of significant and general trends.

-Regular analyses of critical issues.

This article summarizes my experience as a senior management consultant and is about getting the information needed to be successful in the right hands of executives worldwide. The key for executives is that by channeling organizational processes into corporate strategy, and employing a supportive strategy that executives can continue to prosper.

Success is, therefore, dependent upon how executives formulate and execute corporate strategy. Executives can now see how they can cultivate an effective corporate strategy, which can enable superior performance to achieve business objectives and satisfy careers.

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Mostafa Sayyadi works with senior business leaders to effectively develop innovation in companies and helps companies—from start-ups to the Fortune 100—succeed by improving the effectiveness of their leaders. He is a business book author and a long-time contributor to business publications and his work has been featured in top-flight business publications.

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Two Ways to Make It Easy to Engage a Global Workforce

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I attempt to blend scholarly concepts with real-world applications. I place a great deal of emphasis on the literature of information technology and corporate strategy as two significant indicators for financial success. This article adds to a relatively small body of literature but pays homage to the scholarly contributions. I highlight the direct impact of these organizational internal resources factors on financial performance.

Executives will also see that I expand upon the subject matter of a firm’s internal resources. Insufficient consideration of the impacts of these internal resources on financial performance has been exposed and I attempt to address this concern. This article can portray a more detailed picture of the effects of information technology and corporate strategy on financial performance that have been not placed in a model in the past.

Information Technology

Information technology encourages employees to embark on technological facilities, such as shared electronic workspaces, to provide new ideas and possible solutions for solving organizational problems. Information technology plays a critical role in creating a competitive advantage and is therefore aligned with the resource-based theory.  Information technology is necessary to build high-performing companies and also may be necessary as global market demands are increasingly difficult to adapt and sustain profitability.

Financial performance in global markets is dependent on continuous learning. Corporate learning plays a critical role and is a strategic prerequisite for increasing sales and market share in today’s knowledge-based economy. Effective corporate learning can enable companies to actively respond to environmental changes and customer needs and organizational members’ growth needs. Thus, information technology is a key factor that should be embraced at the senior level of organizations to enable financial performance in globalized markets by building a learning climate and empowering organizational members. In the absence of effective information technology management, companies cannot implement successful plans in order to adapt to today’s global business environment.

Information technology is a key factor to improve financial performance for companies. Earlier studies clearly indicate that effective IT implementation significantly contributes to a company’s’ financial performance. These researches acknowledge that information technology is an important enabler to effectively manage business processes. Information technology can reduce paper-based transactions for companies that can potentially decrease costs and subsequently improve profitability for companies.

Furthermore, it can be seen that information technology enables companies to effectively identify opportunities in an external business environment that leads to identifying the best opportunities for investment that potentially improves financial performance in terms of return on investment. Information technology can also help companies to effectively create more innovative solutions for their organizational problems. More innovative solutions and better ideas can improve the quality of products and services, which in turn increases sales and market share for companies.

Business success for companies in today’s global business environment can be, therefore, achieved when information technology is effectively applied and widely used to achieve a higher degree of financial performance. When information technology can create a learning workplace and inspiring vision for future expansion into global markets, companies will secure a foothold in the ever-expansive global marketplace. Thus, I recommend that executives should consider information technology as a key driver for improving financial performance in today’s hypercompetitive environment.

 Corporate Strategy

Executives view organizational strategy is a sum of objectives, plans, and procedures designed to efficiently and effectively upgrade organizational capabilities and interact with their environment more effectively. In particular, strategy defines a pattern to deploy organizational capabilities and interact with both the internal and the external environment. Executives, therefore, manage their knowledge assets to create new ideas and knowledge aimed at achieving commercial objectives. First and foremost, just as one organization is holding knowledge back from competitors they are following suit. Knowledge could be the most important component of success in this ever-changing technological environment of today. Thus, the organizational strategy is an organizational internal resource affecting knowledge and in most cases, knowledge is the most strategic factor of competitive advantage.

Executives are aware that corporate strategy mainly encompasses four aspects: analysis, pro-activeness, defensiveness, and futurity. Analysis strategy is regarded as the tendency to search for problems and their root causes and generates better alternatives to solve them. Analysis strategy, an academic term that is very applicable to the executive span of control is also concurrently aired in the academic circles of higher education. For instance, the analysis strategy is highly related to firms’ capacity to generate new ideas and knowledge and plays a crucial role in acquiring knowledge. Therefore, I appeal to executives across the globe that analysis strategy could improve the quality of products and services, which can in turn enhance profitability and market share.

I also feel that as executives use the pro-activeness strategy which refers to finding new opportunities and proactively responding to current challenges in external environments, they are also enhancing their span of control. Therefore, the pro-activeness strategy can provide a higher degree of knowledge through developing interactions with external environments. As executives effectively use knowledge management for projects and organizational investments they require a continuous investigation from external business environments. The pro-activeness strategy enables companies to identify changes in external environments and accordingly help them to actively respond to these emerging rapid changes.

Some executives feel that a defensive strategy, while necessary, sets a negative connotation on their span of control. However, it is believed that a defensiveness strategic approach enhances efficiency through cutting costs which in turn increases organizational revenue and company’s financial performance.

Futurity strategy can also enhance financial performance by providing a series of clear guidelines for companies to track future trends in the business environment, and accordingly, conduct “what-if” analysis and allocate organizational resources. My explanation of this is clearly within the executive span of control and potentially limits operational risk. My conclusion for executives is that organizational strategy has a positive association with financial performance. Therefore, I suggest that a firm’s ability to enhance financial performance can be highly affected when executives develop and implement an effective corporate strategy.

In Conclusion

This article may be the answer executives need but may also lack the fundamental fortitude necessary to be an all-encompassing model to predict financial performance. Executives can contribute to meet dynamic market needs, through reshaping a firm’s internal resources (i.e. information technology and corporate) to meet the needs of customers in the marketplace. This article has been focusing on thus far is the needs of companies for enhancing financial success. This article also presents executives with organizational internal resources that can be effectively manipulated to improve financial performance and become more profitable.

_________________________________________________________________

Mostafa Sayyadi works with senior business leaders to effectively develop innovation in companies and helps companies—from start-ups to the Fortune 100—succeed by improving the effectiveness of their leaders. He is a business book author and a long-time contributor to business publications and his work has been featured in top-flight business publications.

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How to Build High-Performing Companies

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There are some executives that like to look at academic journals but unfortunately the crossover literature has not reached them enough. I attempt to blend scholarly concepts with real-world applications. For the executive’s corner, I place a great deal of emphasis on the literature of knowledge management, information technology, strategy, and culture as four significant indicators for financial performance.

This article adds to a relatively small body of literature but pays homage to the scholarly contributions. I highlight the direct impact of these organizational factors on financial performance. This article actually investigates the crossover potential of scholarly research and how it can be applied in the organizational boardroom. Executives will also see that I expand upon the subject matter of a company’s internal resources. Insufficient consideration of the impacts of these resources on financial performance has been exposed and I attempt to address this concern. This article can portray a more detailed picture of the effects of knowledge management, information technology, strategy, and culture on financial performance that have been mentioned but not placed in a model in the past.

 Why Knowledge Management Is So Important To Financial Performance?

Executives across the globe have found that knowledge is critical to financial performance. Knowledge, in of itself, is not enough to satisfy the vast array of changes in today’s business environment. Knowledge management is only a necessary precursor to effectively managing knowledge within the organization. Organizational knowledge cannot merely be described as the sum of individual knowledge, but as a systematic combination of knowledge based on social interactions shared among organizational members. Executives agree with Haridimos Tsoukas who determines organizational knowledge as a collective mind, and Kiku Jones and Lori Leonard at The University of Tulsa who explain organizational knowledge as the knowledge that exists in the organization as a whole. [1] [2] Organizational knowledge is owned and disseminated by the organization.

The key take-away for executives is that organizational knowledge is a resource that enables companies to solve problems and create value through improved performance and it is this point that will narrow the gaps of success and failure leading to more successful decision-making. The key is for executives to convert individual knowledge into valuable resources to ensure that the knowledge is actually helping the organization grow profitably for all stakeholders.

Knowledge management can help companies identify their inefficiencies in organizational processes which can enable them to prevent further operational risk. The question remains. How does knowledge management impact your company’s financial performance? By answering this question, executives are able to answer the questions necessary to apply knowledge management to exploit financial performance for companies.

Knowledge is firstly created and acquired from external environments. This knowledge exchange with external business partners develops innovative environments that can enable companies to create a more innovative climate. This knowledge exchange also enhances the capabilities of companies in recognizing possible opportunities in the business environment and developing a more effective vision, including a more comprehensive array of information and insights about external environments.

Furthermore, executives need to focus on coordinating experts, sharing knowledge, and scanning the changes of knowledge requirements to keep the quality of their products or services in-line with market demand. It is apparent that this can help companies assessing the required changes to keep the quality of both products and services at maximum levels. Also, a systematic process of coordinating company-wide experts enables companies to effectively meet customer needs.

The knowledge within organizations also needs to be reconfigured to meet environmental changes and new challenges today. Knowledge is globally shared with other organizations. However, companies might lack the required capabilities or decide to decline from interacting acting with other companies, or even suffer the distrust to share their knowledge. In addition, expert groups may not have sufficient diversity in order to comprehend knowledge acquired from external sources. Networking with business partners is a key activity for companies to increase financial performance, thereby transferring knowledge among companies which creates better solutions for capturing the interest of customers and developing market share. The key here is that there are positive effects of knowledge management on financial performance.

Does Information Technology drive Financial Performance?

Information technology is necessary to build high-performing companies and also may be necessary as the globalized market demands are increasingly difficult to adapt and sustain profitability. Financial performance in global markets is dependent on continuous learning. Corporate learning plays a critical role and is a strategic prerequisite for increasing sales and market share in today’s knowledge-based economy. Effective corporate learning can enable companies to actively respond to environmental changes and customer needs and organizational members’ growth needs. Thus, information technology is a key factor that should be embraced at the senior level of organizations to enable financial performance in globalized markets by building a learning climate and empowering organizational members. In the absence of effective IT management, companies cannot implement successful plans in order to adapt to today’s global business environment.

Information technology is a key factor to improve financial performance for companies. Earlier studies clearly indicate that effective IT implementation significantly contributes to companies’ financial performance. These researches acknowledge that information technology is an important enabler to effectively manage business processes. Information technology can reduce paper-based transactions for companies that can potentially decrease costs and subsequently improve profitability for companies.

Furthermore, it can be seen that information technology enables companies to effectively identify opportunities in external business environment that leads to identify the best opportunities for investment that potentially improves financial performance in terms of return on investment. Information technology can also help companies to effectively create more innovative solutions for their organizational problems. More innovative solutions and better ideas can improve the quality of products and services, which in turn increases sales and market share for companies.

Business success for companies in today’s global business environment can be, therefore, achieved when information technology is effectively applied and widely used to achieve a higher degree of financial performance. When information technology can create a learning workplace and inspiring vision for future expansion into global markets, companies will secure a foothold in the ever-expansive global marketplace. Two important dimensions that all managers world-wide can learn from this article is that information technology can help companies to accomplish their goals that they would not ordinarily consider part of their competencies.

The question posited for top management executives and leaders in any and all companies is to accept the challenge of information technology implementation in order to address the current gaps in business effectiveness and improve their competitiveness in global markets. Thus, I recommend that executives should consider information technology as a key driver for improving financial performance in today’s hypercompetitive environment.

If Corporate Strategy Comes First, Company’s Financial Performance Will Follow

Executives are aware that corporate strategy mainly encompasses four aspects: analysis, pro-activeness, defensiveness, and futurity. So how can you as an executive use these four dimensions? Scholars provide a blueprint to follow:

-Analysis refers to the degree to which the roots of problems are analysed to provide the best solutions, which ultimately results in a more efficient allocation of resources to solve problems and also achieve organizational goals.

-Pro-activeness is defined as the extent to which a firm continuously searches for emerging opportunities in its business environment, and then actively participates in these opportunities by responding to changing trends.

-Defensiveness, which recommends undertaking defensive behaviors that manifest themselves in enhancing efficiency and in cutting costs while maintaining continuous budget-analysis and break-even points.

-Futurity is reflected in the degree to which the strategic decision-making process takes a two-way approach—-an emphasis on both long-term effectiveness and shorter-term efficiency concurrently.

Analysis strategy is regarded as the tendency to search for problems and their root causes and generates better alternatives to solve them. Analysis strategy, an academic term that is very applicable to executive span of control is also concurrently aired in the academic circles of higher education. For instance, analysis strategy is highly related to firms’ capacity to generate new ideas and knowledge and plays a crucial role in acquiring knowledge. Therefore, I appeal to executives across the globe that analysis strategy could improve the quality of products and services, which can in turn enhance profitability and market share.

I also feel that as executives use the pro-activeness strategy which refers to finding new opportunities and proactively responding to current challenges in external environments, they are also enhancing their span of control. Therefore, the pro-activeness strategy can provide a higher degree of knowledge through developing interactions with external environments. As executives effectively use knowledge management for projects and organizational investments they require a continuous investigation from external business environments. The pro-activeness strategy enables companies to identify changes in external environments and accordingly help them to actively respond to these emerging rapid changes.

Some executives feel that a defensive strategy, while necessary, sets a negative connotation on their span of control. However, it is believed that a defensiveness strategic approach enhances efficiency through cutting costs which in turn increases organizational revenue and the company’s financial performance.

Futurity strategy can also enhance financial performance by providing a series of clear guidelines for companies to track future trends in the business environment, and accordingly conduct “what-if” analysis and allocate organizational resources. My explanation of this is clearly within the executive span of control and potentially limits operational risk. My conclusion for executives is that organizational strategy has a positive association with financial performance. Therefore, I suggest that a firm’s ability to enhance financial performance can be highly affected when executives develop and implement an effective corporate strategy as the primary form of managing people, resources, and profitability.

Does Corporate Culture Increase Financial Performance?

Corporate culture is the resource that builds upon the foundations that helps organizations prosper. Andrew Pettigrew initially introduced the term corporate culture into the business literature. [3] Edgar Schein, one of the prominent management scholars, describes corporate culture as a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems. [4] Corporate culture is, therefore, reflected in shared assumptions, symbols, beliefs, values and norms that specify how employees understand problems and appropriately react to them.

To analyze the relationship between corporate culture and financial performance, corporate culture could be visualized by its three major aspects, including collaboration, trust and learning. Both cultural aspects of collaboration and trust positively contribute to companies to effectively and actively respond to environmental changes and customer needs and employee growth needs through developing effective learning workplaces within these companies. Thus, these two cultural aspects can help companies to improve the quality of products and services and increase financial performance in terms of profitability and sales.

Learning culture is another cultural aspect sheds light on organizational capabilities to develop learning. It is quite understandable that this cultural aspect can particularly increase financial performance for companies, by developing suitable workplaces for employees to effectively share their knowledge with others. People, in fact, recognize how old resources can address new and problematic situations by sharing their knowledge within companies, and this can help to create more innovative ideas for organizational problems. David Maister in Harvard Business School in his book, Managing the Professional Service Firm, says that innovative ideas generation can improve profitability for companies. [5] Thus, I suggest that executives should consider corporate culture as an important enabler to enhance financial performance.

In Conclusion

This article may be the answer executives need but may also lack the fundamental fortitude necessary to be an all-encompassing model to predict financial performance. This article has started a mindset that encourages executives to investigate scholarly work to increase financial performance, enhance profitability and improve shareholder value. Executives can contribute to meet dynamic market needs, through reshaping an organization’s internal resources (i.e. knowledge management, information technology, strategy and culture) to meet the needs of customers in the marketplace. In fact, this article has been focusing on thus far is the needs of companies for enhancing financial success. This article presents executives with organizational factors that can be effectively manipulated to improve financial performance and become more profitable.

______________________________________________________________

Mostafa Sayyadi works with senior business leaders to effectively develop innovation in companies and helps companies—from start-ups to the Fortune 100—succeed by improving the effectiveness of their leaders. He is a business book author and a long-time contributor to business publications and his work has been featured in top-flight business publications.

References

[1] Jones, K., & Leonard, L.K. (2009). From Tacit Knowledge to Organizational Knowledge for Successful KM. In W.R. King (Eds.), Knowledge Management and Organizational Learning, (pp. 27-39), Berlin: Springer.

[2] Tsoukas, H. (1996). The Firm as a Distributed Knowledge System: A Constructionist Approach. Strategic Management Journal, 17, 11-25.

[3] Pettigrew, A.M. (1979). On studying organizational cultures, Administrative Science Quarterly, 24(4), 570–581.

[4] Schein, E. (1984). Coming to a new awareness of organizational culture, Sloan Management Review, 25(2), 37–50.

[5] Maister, D.H. (1993). Managing the professional service firm, Free Press, New York.

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The Road to Leadership Success is Paved With Knowledge

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Different Kinds of Organizational Knowledge and Where they are Found

Executives must have an understanding of the concept of knowledge itself. Knowledge is identified as a multi-faceted concept and is distinct from information and data. Knowledge is quite elusive and is changing on a day-to-day basis with discontinued products and the ever-changing vast array of technology. Therefore, to counter the above definition of knowledge, Ruggles defines knowledge as a blend of information, experiences, and codes. The key take-away for executives is that knowledge is a resource that enables organizations to solve problems and create value through improved performance and it is this point that will narrow the gaps of success and failure leading to more successful decision-making.

Executives still wonder where is knowledge and how can it be utilized when it comes to decision-making. Scholars found that within organizations, knowledge resides in various areas such as management, employees, culture, structure, systems, processes, and relationships.

Organizational knowledge cannot merely be described as the sum of individual knowledge, but as a systematic combination of knowledge based on social interactions shared among organizational members. Executives, being more conceptual, agree with Tsoukas who determines organizational knowledge as a collective mind, and Jones and Leonard who explain organizational knowledge as the knowledge that exists in the organization as a whole. Most importantly, organizational knowledge is owned and disseminated by the organization. To analyze knowledge in organizations, there are two important taxonomies of organizational knowledge that need to be discussed.

Tacit and Explicit Knowledge

Why would executives care whether knowledge is tacit or explicit? The simple answer is that tacit knowledge is not shared and sometimes bottled up in individuals causing a bottleneck in the organization. If knowledge can be categorized as tacit and explicit knowledge then how can executives manage knowledge to enhance productivity?

Since tacit knowledge is the knowledge that exists in the minds of organizational members which is gained by their individual experiences, and it is difficult to formalize and transfer unless directed to do so, executives need to pinpoint and encourage this type of knowledge to be drawn out of followers. More controllable, explicit knowledge is the knowledge that is highly formalized and codified, and can be easily recorded and communicated through formal and systematic language, and manifested in rules and procedures providing the necessary tools and processes for executives to manage. It can also be captured in expert systems and tapped by many people throughout the organization via the intranet. Executives know that explicit knowledge is more formal and has the potential to be more easily shared. When it is expressed in words and specifications, it is much more useful compared to tacit knowledge.

Private and Public Knowledge

Since executives are constantly dealing with the public—-especially if they are a publicly-traded company, the private and public knowledge is something they pay a great deal of attention to. Of course, this is not new but worth mentioning. For example, a scholar by the name of Matusik, argues that knowledge in organizations can be categorized as either private or public knowledge and can be advantageous to executive decision-making. Firm-specific knowledge must be guarded and not shared with the competition. Any leak of such information may expose the organization and increase the operational risk. Contrary to private knowledge, public knowledge differs in that it is not unique for any organization. Public knowledge may be an asset and provide potential benefits when posted on social media and other means of communication.

It is important for executives to consider the ownership of knowledge as a factor which is a significant contributor to the knowledge of organizations. Moreover, knowledge emerges in two additional forms, including the knowledge that is only accessible by one company and the knowledge that is accessible to all companies. The best approach to knowledge is for executives to know which knowledge is to remain private and which to go public with. A mistake in this area may be vital to the organizations and executives must choose wisely.

Today the question arises whether the management of an organization’s intellectual capital itself can be a source of effectiveness for leaders. In the next section, I pose that ineffective knowledge management may expose organizations to missed opportunities and lack of using leadership opportunities to their benefit given the existing opportunities in international and domestic markets, and how this lack of judgment may concern stakeholders. I also assume that the lack of effective strategic knowledge management may lead to human assets to be ineffective. My final assumption addressed in this article is that the crucial role of knowledge management practices, such as coordinating and hosting the continuous sessions of company-wide experts to share their knowledge, maybe underestimated and underutilized.

How Does KM Practices Impact Leadership Effectiveness?

Knowledge is firstly accumulated by creating new knowledge from organizational intellectual capital and acquiring knowledge from external environments. This knowledge exchange with external business partners develops innovative environments that can enable leaders to create a more innovative climate in companies. This knowledge process enhances the capabilities of leaders to play the role of inspirational motivation, which enables these leaders to directly set highly desired expectations to recognize possible opportunities in the business environment. The knowledge exchange also positively contributes to leaders to develop a more effective vision, including a more comprehensive array of information and insights about external environments.

Executives then integrate knowledge internally to enhance the effectiveness and efficiencies in various systems and processes, as well as to be more responsive to market changes. Knowledge integration focuses on monitoring and evaluating knowledge management practices, coordinating experts, sharing knowledge and scanning the changes of knowledge requirements to keep the quality of their production or services in-line with market demand. It is apparent that knowledge integration activities can help leaders assessing the required changes to keep the quality of both products and services at maximum levels. Furthermore, a systematic process of coordinating company-wide experts enables leaders to propel the role of intellectual stimulation, which creates a more innovative environment within companies.

Executives must also curtail knowledge within organizations. The knowledge within organizations needs to be reconfigured to meet environmental changes and new challenges today. What worked yesterday or a few years ago is changing rapidly as technology has increased in a prolific way. Knowledge is globally shared with other organizations through domestic and global rewards such as the Malcolm Baldridge Award in the United States and the Deming Award in Japan. However, past industry researches have posited that companies might lack the required capabilities or decide to decline from interact acting with other companies, or even suffer the distrust to share their knowledge. Therefore, expert groups may not have sufficient diversity in order to comprehend knowledge acquired from external sources.

Based upon these limitations whether natural or caused, networking with business partners is a key activity for companies to enhance knowledge exchange and it should not take an award to be the impetus to initiate interaction. Ergo, networking with external business partners may enhance the effectiveness of leadership, thereby empowering leaders to better develop strategic insights to develop a more effective vision incorporating various concerns and values of external business partners. The knowledge transference among companies itself improves the effectiveness of learning, which in turn enables leaders to empower human resources by creating new knowledge and solutions. Thus, I suggest that networking takes place among companies in both domestic and international markets which may enhance the effective use of leadership. Therefore, if leaders in senior positions effectively use knowledge management then they may be able to improve leadership effectiveness through increased learning opportunities.

In Conclusion

This article suggests that knowledge management constitutes the foundation of a supportive workplace to disseminate knowledge and subsequently enhance the effectiveness of leadership. Accordingly, I suggest that by channeling knowledge management practices into organizational constructs, engaging in the practices of leadership, executives will continue to prosper. I also suggest that a firm’s ability to develop leadership can be highly affected when executives implement knowledge management projects as the primary form of managing people, resources, and profitability.

_____________________________________________________________________

Mostafa Sayyadi works with senior business leaders to effectively develop innovation in companies and helps companies—from start-ups to the Fortune 100—succeed by improving the effectiveness of their leaders. He is a business book author and a long-time contributor to business publications and his work has been featured in top-flight business publications. 

References

Jones, K., & Leonard, L.K. (2009). From Tacit Knowledge to Organizational Knowledge for Successful KM. In W.R. King (Eds.), Knowledge Management and Organizational Learning, (pp. 27-39), Berlin: Springer.

Matusik, S.F. (1998). The Utilization of Contingent Work, Knowledge Creation, and Competitive Advantage. The Academy of Management Review, 23(4), 680-697.

Ruggles, RL 1997, Knowledge management tools, Boston, MA: Butterworth-Heinemann.

Tsoukas, H. (1996). The Firm as a Distributed Knowledge System: A Constructionist Approach. Strategic Management Journal, 17, 11-25.

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DALLAS, TEXAS, LIVES UP TO ITS OVERSIZED REPUTATION

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Dallas, Texas. There is a lot associated with this city in the Lone Star State. Among common associations typically thought of when the city is brought up in conversation include buildings with breathtaking views creating an unforgettable skyline, skyscraper-like freeways, and southern pride some consider to be arrogant beyond reason.

There is a reason behind these common associations, though. Dallas, Texas offers an experience unlike most southern cities–and not just because of the plethora of mouthwatering food options presented every half-mile or the fact that it is home to the Dallas Cowboys football team. Dallas is a place where diversity thrives, and the nightlife never disappoints.

Whether you are looking for a refreshing cocktail with even more refreshing views or a meal that is simply unforgettable as far as food and company are concerned, you can consider yourself lucky to be in this city for business. We’ve rounded up the top spots and things to do while you take care of business. Keep in mind that these are just a few of the gems found in Dallas, and we highly encourage a trip back to the Big D for pleasure instead of business to get the full experience. For now, these will do justice.

Atwater Alley

If you’re interested in experience, look no further than Atwater Alley. Located in the heart of Dallas off of McKinney Avenue, this speakeasy-style spot is sure to provide an experience you’ll share back home. The ambiance and atmosphere found in Atwater Alley set the mood for relaxation and nostalgia while the cocktails are carefully crafted with pride. Know going in that this speakeasy is not intended to accommodate hundreds or even a couple of dozen patrons. Space is limited but the experience–and did we mention the cocktails?–makes Atwater a must on our list of things to do while in Dallas. If you are craving a traditional old fashioned paired with a unique, relaxing environment, Atwater is sure to satisfy.

STIRR

Looking for something on the upbeat, modern-chic side? STIRR is sure to meet your needs. From their signature brunch, lunch and dinner menus to their impressive and unique cocktail selection, STIRR leaves the taste buds of its patrons wanting more of the deliciousness it has to offer. Located in Deep Ellum, STIRR Dallas offers visitors a grand view on its rooftop with the perfect ambiance to pair with the meal. If you’re up for a couple of flights of stairs, keep your eyes carefully on every stair as each reveals an uplifting or quirky message that adds to the STIRR experience.

Dallas Museum of Art

Ah, the DMA. This museum offers a different kind of experience for out-of-towners and locals alike with free daily general admission as late as 9 p.m. on Thursdays and 11 p.m. on “Late Night Fridays.” The DMA features more than 25,000 fascinating pieces—from Islamic art, arts of the Americas and contemporary art to arts of Africa and Asia, classical art, Texas art and much more. When considering a visit to the DMA, be sure to check out the latest exhibition. Each provides a new, intimate and thought-provoking experience to the visitor and are limited-time opportunities.

Reunion Tower

A classic staple for the Dallas visitor, the Reunion Tower really speaks for itself once you take a glance at all 561 feet of its beauty and radiance. Great for dinner and drinks, this experience might not be your first choice for a solo visit but will definitely “wow” your clients if you’re looking to accommodate an unforgettable dining experience at Wolf Gang Puck’s Five Sixty Restaurant. If you do find yourself seeking a solo light dinner and drink, Cloud Nine can accommodate your needs while providing a revolving view and relaxing ambiance. And we can’t forget to mention the Ge-O Deck offering 360-degree panoramic views of the big D.

The Mansion Bar

Located in the prestigious Turtle Creek region in Dallas, the sophisticated Mansion Bar takes pride to a whole new level with its cognac-colored leather walls, Texas countryside art pieces and equestrian-themed décor. The Mansion offers visitors both modern and classic vintage cocktails, but it’s recommended to try the Mansion Gin & Tonic for a refreshed and unmatched experience. If you’re seeking more than the average beer, Texas craft breweries keep The Mansion’s beer variety tantalizing while the award-winning wine program featuring hand-selected reds, whites and sparkling wines. Happy hour is Monday through Friday, 4-7 p.m., with live music to pair with your cocktail of choice on selected days. Once you experience the hospitality, elegance and delightfulness here, you’ll want to come back.

Pappas Bros. Steakhouse

Known across Texas for its take on other cuisines including barbecue, seafood and Mexican food, the Pappas Bros. experience flaunts that it really can do it all. The family owned and operated Pappas Bros. Steakhouse is known as the premier steakhouse for Dallas and Houston, offering dry-aged steaks that are never pre-packaged and a selection of more than 3,500 wines. In fact, Pappas dry ages its own meats for a minimum of 28 days and employs two butchers at each restaurant solely for quality and portion control. Recognized by the Food Network as a “Top 5 Steaks in America” location, Pappas is known for a New York strip that packs 32-ounces of mouth-watering greatness. If you have room left once the steak has been polished off, finish the meal with the comforting and delectable warm peach cobbler. Trust us, you won’t be disappointed.

Whether you’re new to the Big D or just visiting for a couple of days, do yourself (and your taste buds) a favor by giving these places a visit. It goes without saying that everything really is “bigger in Texas” and these are just a few of the hundreds of spots Dallas, Texas, residents attribute to their Texas-sized state pride.

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Archives, Executive Education, Global Trade Daily

Going Global Live, London Excel – 27th & 28th of November

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On the 27th & 28th of November, Europe’s leading event for expanding business overseas will be returning to the London ExCeL.

Going Global Live, sponsored by American Express, is the leading exhibition dedicated to providing businesses with absolutely everything they need to expand internationally and trade overseas. From globally recognized brands through to world-class seminars hosted by leading professionals, this event will be the one-stop-shop for all brands moving into the global arena. 

2019’s edition of Going Global Live promises to be the most forward-thinking to date,  focusing on some of the most significant political developments in decades, including post-Brexit trade and how this will affect the way UK companies conduct business with trade partners across the globe. Annually attracting experts from around the world, Going Global Live enables a highly interactive learning experience for both exhibitors and visitors. This year’s show will host professionals in all areas of international trade & export each leading their own informative seminar, providing visitors with second to none knowledge to utilise moving forward.

Going Global 2019 will answer every question a business has on international trade; provide unparalleled education and information on every trade agreement; and deliver an abundance of solutions and opportunities for UK businesses looking to go global. With exhibitors from across many sectors all coming together under one roof, it is hard to find a reason not to attend. Instead of spending hours searching for companies on the internet, speak to the people behind the solution face to face. 

Going Global Live 2019 will be running alongside The Business Show and Foreign Direct Investment Expo, allowing for unrivaled networking opportunities across all of the events. Tickets to Going Global will grant access to the surrounding shows, opening up visitors to all the benefits of the surrounding events. Both of these shows will be providing their own valuable business masterclasses, so the opportunity to learn from international professionals has never been larger.

Meet experts from around the globe and access a whole new world of business at this year’s Going Global Live! Get your free tickets here!

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Archives, Executive Education, Global Trade Daily

QS RANKS THE TOP 10 GLOBAL MBA PROGRAMS

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QS is a mid-size company with 250 multi-cultural employees. With offices in London, Paris, Bucharest, Stuttgart, Mumbai and Singapore, QS boasts of a staff that speaks 26 different languages—and that’s just in the marketing department.

Such diversity is required when your company’s mission is to link high achievers from the graduate, MBA and executive communities around the world with employers, leading business schools and postgraduate departments at universities.

QS organizes the largest business education events in the world (the QS World MBA Tour, the QS World Executive MBA Tour and the leading postgraduate studies information event, the QS World Grad School Tour) and produces an extensive product range that includes print and online publications and software solutions.

Another thing the company produces are surveys, including its QS Global MBA Rankings 2019 that can be accessed via TopUniversities.com. Included are the top 250 programs around the planet. What follows are the top 10 with their ranks, program durations, average Graduate Management Admissions Test scores, fees in U.S. dollars and brief overviews.

1. STANFORD UNIVERSITY

Palo Alto, California.

Duration: 24 months

GMAT: 732

Fee: $110,000-$120,000

The prestigious private research university is currently overtaking its Ivy League rivals in the selectivity stakes. Its Graduate School of Business (GSB), founded in 1925, is the toughest to get into in the nation, with only a 7.1 percent acceptance rate. The GSB’s distinguished faculty includes three Nobel Prize winners, two John Bates Clark Award winners and 15 members of the American Academy of the Arts and Sciences.

2. HARVARD UNIVERSITY

Boston, Massachusetts

Duration: 24 months

GMAT: 730

Fee: $120,000

Harvard Business School (HBS), the Ivy League stalwart’s graduate business school, occupies four buildings directly opposite Harvard Stadium and across the Charles River from Harvard University. The HBS offers a full-time, two-year, residential MBA program designed to prepare students for global leadership roles. But is it worth $120k? Well, a graduate’s average salary three months after leaving the program is $137,293. 

3. PENN (WHARTON)

Philadelphia, Pennsylvania

Duration: 21 months

GMAT: 732

Fee: $120,000

The full-time, 20-month MBA at The Wharton School at the University of Pennsylvania includes a recommended 3.5-month summer internship. Such a commitment is necessary given the requirement for a major concentration of 4.0 credits, with a choice from 19 majors, plus 5.5 electives in addition to the core curriculum. A semester of study at the San Francisco campus is available by application.

4. LONDON SCHOOL OF BUSINESS

London, England

Duration: 21 months

GMAT: 707

Fee: $100,000-$110,000

“To have a profound impact on the way the world does business” is the LBS motto, which is drilled into students by a faculty composed of 130 world-leading, internationally diverse (30 nationalities) experts. With 75 percent of the world’s top 500 companies based in London and 1,000 start-ups launched per month in the city, students have access to excellent networking and employment opportunities.

5. MIT (SLOAN)

Cambridge, Massachusetts

Duration: 24 months

GMAT: 728

Fee: $120,000

The flagship MIT Sloan School of Management full-time MBA program is to be completed over two years, while an immersive, one-year, full-time Sloan Fellows MBA program is also available. The latter is a transformational course for mid-career executives from more than 20 nationalities, designed to help students build a global network of colleagues from for-profit and non-profit multinational organizations, entrepreneurial endeavors and governing bodies.

6. INSEAD

Fontainebleau, Singapore

Duration: 10 months

GMAT: 710

Fee: $90,000-$100,000

INSEAD’s accelerated, 10-month MBA program aims to develop successful, thoughtful leaders and entrepreneurs who create value for their organizations and their communities. Conducted on two campuses (one in Europe, the other in Asia), the program draws more than 90 different nationalities to classrooms, an unprecedented multicultural experience among business schools.

7. HEC PARIS

Jouy-en-Josas, France

Duration: 16 months

GMAT: 691

Fee: $60,000-$70,000

HEC Paris MBA is conducted on a 340-acre, wooded campus with its own chateau, just 17 kilometers from the center of Paris. If that’s not enough to have a potential student say “oui-oui,” there’s the fact that HEC Paris is situated in the Paris-Saclay Innovation Cluster, which is designed to unite France’s best research institutions, hi-tech businesses, startups and universities.

8. UNIVERSITY OF CHICAGO (BOOTH)

Chicago, Illinois

Duration: 21 months

GMAT: 731

Fee: $120,000

The “Chicago Booth Culture” promises to take students deeper into issues, broaden their perspectives and force them to question assumptions—including their own. “Instead of accepting the status quo, you’ll pursue the best thinking,” boast Booth School of Business recruiters. “You’ll develop the necessary skills to successfully take on any business challenge and the opportunities they generate.”

9. IE BUSINESS SCHOOL

Madrid, Spain

Duration: 12 months

GMAT: 685

Fee: $80,000-$90,000

The institution’s full-time, flagship International MBA program is described as a “transformational journey” that “shapes professionals and entrepreneurs, turning them into leaders that generate impact and drive change around the world.” An integrative and innovative approach to business education combines core business knowledge with customizable labs plus an elective period with 10 concentration areas in a full-time, one-year format.

10. COLUMBIA BUSINESS SCHOOL

New York, New York

Duration: 24 months

GMAT: 732

Fee: $120,000

The CBS MBA program’s curriculum prepares students to lead, build and manage companies while instilling an awareness of the societal effects of business decisions. “Students benefit from the transformative research and extensive, behind-the-scenes industry knowledge from the faculty leading the course,” according to CBS. “They also benefit from the cultural, ethnic, and sector diversity of fellow students in their learning team, or cluster group, which they join and learn with throughout the program.”

For rankings of the 240 schools and their respective program details, visit www.topmba.com/college/columbia-business-school/full-time-mba.

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Archives, Executive Education, Global Trade Daily

SCHOOLS, STUDENTS & SUPPLY CHAINS SCRAMBLE TO MEET INDUSTRY DEMAND

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While the internet has been exceptional in a multitude of ways, its ability to deliver information, services and products easily and quickly is by far its notable, competitive advantage. Information is digital, while services and products especially remain physical. And this is where supply chain management intersects, taking the “old” way of managing chains and super-sizing it based on the needs of a digitally, interconnected world.

Robots can and continue to contribute to supply-chain management. But the brains behind the chain are still flesh and blood. Satisfying customer expectations in 2019 demands perhaps the most agile chains in human history, so companies need good people, and students need good training. 

Student enrollment in supply chain programs has exploded. Gartner research found that from 2014 to 2016, enrollment ballooned by 43 percent. In raw numbers this is a jump from 8,500 students to 12,200. 

Take the University of Tennessee Knoxville (UTK) as an example. The state’s largest university holds two student job fairs every year. Student job fairs are typical across universities. What’s not typical, however, is the UTK supply chain program holds its own fairs. Roughly 1,000 students arrive to these fairs to be ultimately placed in touch with between 160 and 180 Fortune 500 companies for internships, full-time jobs as well as co-op programs. An innovative supply chain forum features in-depth panel discussions and speed networking events for both companies and students alike.

Still Not Enough

There are currently 150-plus schools (U.S. only) that offer bachelor or associate degrees in supply-chain management. Yet, despite this future supply chain churn, a study by DHL in 2017 revealed jobs in the larger supply chain sector are outpacing supply by a shocking 6:1. The good news here is if you have a supply chain degree, the world is your oyster. But if you’re an employer seeking fresh, new graduates, they won’t simply fall into your lap. 

Recognizing this, companies have been engaged in more than simply getting the good word out at recruiting fairs. Abe Eshkenazi is CEO at the Association for Supply Chain Management (APICS). One of the (if not the) leader in supply chain certification programs, APICS serves an invaluable role for companies seeking supply chain management talent as well as those needing to ramp up the skills of current employees. Known for their ability to develop talent and work collaboratively with supply chain stakeholders of every kind, Eshkenazi is understandably bullish, despite this supply gap. 

Perhaps the biggest barrier to inculcating supply chain management as a profession in a teenager’s mind is it does not neatly fall into science, the arts, technology or math. Eshkenazi is a vocal supporter of getting supply chain management concepts integrated early and often in school STEM programs. Via basic, age-old exercises like the typical lemonade stand, kids learn supply chain fundamentals: calculating the amount of lemons needed, finding providers, getting the lemons back to the stand and so on. These are things we all engaged in but never knew how to neatly define the process. Yet this is supply chain management at its most basic level, through and through. 

Competition Attracts Everyone

Even the most uncompetitive among us are still drawn, to some extent, to competition. The opportunity to win something or be recognized for a job well-done is a satisfactory feeling. One way companies are attracting fresh talent to universities (to in turn groom them) is through old-fashioned, friendly competition. 

The previously mentioned APICS partnered with Deloitte to develop the ASCM Case Competition. A supply chain management problem is presented, and teams then coalesce to brainstorm, test, fail and ultimately provide solutions. The trial-by-error nature of this case competition gives participants unique insight not only into learning through mistakes but recognizing common mistakes and patterns that will likely arise in the real world. Cases involve everything from logistics to sales, operations planning to distribution, as well as inventory and similar management problems. 

The competition started as a fun idea and has evolved into a flagship event that involves students and universities across North and South America, Europe, Africa and Asia. A sampling of the universities that have gone through the ASCM Case Competition speak to its global reach–Duke University, University of Pretoria, Indian Institute of Technology Delhi, Rhode Island College, American University of Sharjah, Western Michigan University and so on. The finalists from last year were from the U.S., Mexico, Germany, India, Hong Kong and Canada.

Scholarships Never Hurt     

While competition is nice, a scholarship is arguably better received. To attract bright minds into the food side of supply chain management, the National Restaurant Association Educational Foundation provides scholarships to roughly 50 students per year. The Institute for Supply Management posts scholarship opportunities year-round, and it is not unheard of to see awards exceeding $10,000 per student. 

The Zaragoza Logistics Center (ZLC) is one such university, a research and educational institute forged via a partnership between MIT and the University of Zaragoza. Their full-time Master of Engineering in Logistics and Supply Chain Management is a 10-month program (nine months at the ZLC campus and three weeks at MIT) that prepares graduates to work at a global level in the larger supply chain management field. An extensive amount of scholarships is available, and if 10 months is too big a time commitment, a blended Master of Engineering in Logistics and Supply Chain Management is offered with a mix of online courses plus three weeks at MIT and four months at the ZLC campus. 

The challenges of recruiting well-trained, recent graduates will likely be an issue for some time. What the larger sector needs to do is make supply chain management an attractive offer, and for this generation of young people a nice salary isn’t going to cut it. More coverage via events from UKT and stimulating competitions get folks in the door. Evolving in this direction is where the industry should move. Only time will tell if this ends up occurring.  

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Beyond the Books: 5 Business Schools Preparing Students for Career Success

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It’s no secret logistics and supply chain management-focused education is gaining traction each year among students. In fact, Data USA reports that in 2016, nearly 7,669 degrees were awarded in Logistics, Materials and Supply Chain Management. The report, which projects that number will be growing by 15.2 percent, also confirmed that a whopping 10.9 million people make up the current workforce and will continue growing by 3.53 percent.


Earning a robust education is essential, but a bigger question remains on the minds of leaders in the industry: How are students being prepared to enter the workforce and more importantly, which business schools are integrating talent acquisition and recruiting strategies within these focused programs?

Among the most debated and challenging topics discussed among today’s supply chain leaders is talent acquisition and retention It goes without saying this challenge is not industry biased. Global Trade compared and took a deeper look at the nation’s competing business schools that not only prepare students for the big world of logistics, but how to navigate it for career success. While some programs tackle the issue at a larger scale, others take a niche-like approach, focusing on a specific demographic for a bigger impact on a global level.

University of Tennessee-Knoxville’s Haslam College of Business NeXxus Program

Talent acquisition is more recently experiencing a new trend in the talent pool: female representation. Women continue to make their marks in the supply chain and logistics industries, with more assuming leadership positions than ever before. Such companies as DSC Logistics, Lynn Co. Supply Chain Solutions and Dachser Logistics are among major industry players with females leading initiatives and representing diversity in the workforce. Dachser, for example, recently reported that females make up 56 percent of their total workforce.

The NeXxus Program at the Haslam College of Business places the female student population at the top of its list with a focused networking pool that fosters diversity and opportunity both in the school and workforce. NeXxus focuses on five key areas specifically for developing its female students: Networking, Mentoring, Confidence Building,  Community Development and Talent Attraction. The program combines the elements of workshops, guest speakers, social events and meetings to support development. Additionally, the annual NeXxus Summit aims to educate female high school students on company opportunities through networking with leading industry professionals.

Rutgers Business School’s Supply Chain Education Partnership Program

The Supply Chain Education Partnership Program at Rutgers reiterates the importance of educating young, prospective talent at an early age. The program, which was specifically designed with high school students in mind, ties in real-world experiences to spotlight how the industry impacts almost every aspect of the business world. Fostering the idea of “nurturing talent in our own backyard,” the week-long program challenges students to develop innovative solutions and strategic planning.

Students—who are addressed by professors and industry leaders speaking on global  procurement, logistics, transportation, planning and fulfillment and more—are encouraged to demonstrate strategic thinking via team exercises that require them to apply fresh knowledge of the industry to solve. The program also includes an entire day dedicated to exploring a company on site. Career management specialists are also prepared to educate prospective Rutgers students on what it takes in the real world to stand out.

Syracuse University Martin J. Whitman School of Management’s Goodman IMPRESS program

Established in 1919, the Martin J. Whitman School of Management offers a competitive and unique program that separates itself through polishing students for career excellence and developing essential soft skills. The Goodman IMPRESS program aims to align student’s skills with what leading companies consider to be the most competitive, including agility, resilience and confidence. Through this approach, students are prepared to engage in the competitive market while understanding the generational impact on a variety of industries.


Students are challenged to participate in activities throughout the program to earn points that will eventually be visible to prospective employers. This points system consists of leadership workshops, roundtables with visiting speakers, bonding exercises, competitions, community engagement and certifications. A cumulative IMPRESS score is placed next to the student GPA on student resumes, adding more value to the student when competing for jobs.

University of North Texas G. Brint Ryan College of Business Logistics Student Onboarding Program

Known for its world-class faculty, UNT paves the way for student success beyond the books through its Logistics Student Onboarding Program at the request of Logistics Center Board of Directors members. The program is going on its sixth year addressing topics ranging from dressing for success and communication skills to generation gaps and analyses presentations. Companies like GIX Logistics bring their top leaders in to engage students through in-depth sessions focusing on company culture, interview tips, negotiating job offers and more.

Students are incentivized with a Logistics Onboarding certificate upon completing attendance to four sessions, adding more value and knowledge to their resumes. Mentoring is also provided for both formal and informal career-focused decisions to ensure students have a clear understanding of how to determine the most successful career path.

Ohio State University Fisher College of Business Pathways for Women’s Excellence in Supply Chain Program

Female representation takes the spotlight once again through the Pathways for Women’s Excellence in Supply Chain Program. Aiming to prepare and introduce female undergraduates to leading roles within the supply-chain sector, the program is part scholarship, part experiential engagement exercise as students receive top-notch mentoring from leading executives while bridging the gap of gender diversity at the C-suite level.

By addressing the gender differences at the executive level, the Pathways Program contributes to the overall talent gap. This unique strategy takes the issue of talent recruitment on a larger scale through equipping the female student population to take their career to the next level without limitations.