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Operational Leadership

By Eric Johnson As the pandemic continues to require social distancing and other methods of transmission reduction, those businesses deemed essential by state and local governments will continue to serve the public and remain open to provide goods and services.  We discussed supply chain impacts in previous posts.  One of the key differentiators of essential businesses is the maintenance of demand for products and services, despite the shift in specific product categories or services.  Here we discuss some overall principles for trying to maintain a somewhat sustainable environment in this new normal. If you are unsure where to start, utilize OSHA or Industry Standard COVID-19 protocols

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By Josh Williams, Ph.D. The following model was forwarded to me by a colleague and it’s an excellent way to visualize our collective responses during COVID-19. The diagram is divided into different zones which represent our response to this terrible pandemic. This includes the fear zone, learning zone, and growth zone with the objective of moving towards the growth zone as best we can. Doing so helps ourselves and others during this time of crisis. The Fear Zone We’ve all likely been in the fear zone at various points of this pandemic. In the fear zone, people are anxious, edgy, and may “transmit” negative emotions

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By Kyounghee Choi Have you ever imagined that an Orchestra is just like an Organization? Orchestras are a great place to explore lessons in leadership. I recently went to the Symphony Orchestra with my husband and was amazed by how each instrument can harmoniously integrate to make magic that exceeds the sum of all the instruments. There’s no doubt that musicians practice hard to make everything sound so perfect. But how do they perfectly align with each other? Orchestras are usually led by a conductor who directs the performance with movements of the hands and arms. The conductor is the leader of

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By Eric Michrowski With the first phase of the response to COVID-19 behind us, we are beginning to adjust to a new normal. But it’s now critical to start thinking of risk layering. The concept of risk layering is the effect of one risk piled onto another. In business, it’s typically risk layering that causes the most critical business failures. While it might seem alarmist to think that something else could happen at this stage, it’s always better to think through the most critical steps that would keep our businesses and employees safe. Most Business Continuity Plans that I have seen are

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By Eric Michrowski In my prior blog (Now Is the Time to Update Your Business Continuity Plans), I talked about the importance of thinking through Risk Layering and updating Business Continuity Plans. As the first phase of the response to COVID-19 is starting to be behind us, it’s becoming essential for leaders to focus briefly on their Business Continuity Plans. The second thing that is essential once you have stabilized your operations, is to start capturing learnings from your initial response. That way you don’t forget what has worked and what challenges occurred. This will help you be better prepared for

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By Eric Johnson As the Pharmaceutical industry begins to ramp up pursuit of both sets of treatment and vaccines, a surprisingly high level of attention is now being placed on aspects of the industry that formulate around logistics and supply chain, especially considering the level of disruption that has taken place in general industry during this time.  Here are some elements of that impact that pharmaceutical companies will need to consider. Pharmaceutical industry: The offshore supply chain is a main input It may come as a surprise to the general public that a large part of the pharmaceutical activity in the United States originates in

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