The last 30 years of the world economy resembled physics without gravity. But the period from 2025 onwards is likely to test the fortitude of companies globally. Those that prioritize effective working capital management will be better positioned to navigate the complexities of stagflation in a more volatile world.

In the age of AI, we need to update the definition, utility and function of responsibility. AI doesn't create the responsibility problem; it just makes it impossible to ignore.

ERP is where problems manifest, but usually, it is not the source of problems. Engineering and sales are the major upstream sources of new information for manufacturing companies. If the respective systems such as forecasting, CRM, and PDM/PLM, are well-implemented, the rest of the digital transformation becomes a breeze.

Similar to the story of the Achilles, most manufacturers are suffering cuts on both heels, causing their downfall despite the rest of the body’s strength. Here is how to get Primed to Win by avoiding these cuts.

Smart manufacturing is about being smart, not about penny-pinching by using technology. Here is why Cybertruck is a great example of smart manufacturing and a great case of simplicity as a manufacturing strategy.

One of the biggest sources of enterprise fragility is that most leadership actions are episodical, and leadership artifacts (LA) are discrete, analog, and disintegrated. I offer a simple solution to make the enterprise as fluid as water.

In the business world, agility is often framed as a linear process and presented with examples of cause-effect episodes: an opportunity is identified, and you must be agile to seize it. However, the modern military and hedge funds follow a very different approach.

Model-first enterprises will unlock the true potential of the new age of AI, cloud, robotics, and quantum computing. Until then, we will have Adam Savage’s Spot rickshaw carriages.

From dishwashers to cars and airplanes, manufacturing became a global commodity. Competitive pressures eroded manufacturers' pricing power at a pace that efficiency gains could not offset. This calls for being intelligent about operations strategy and technology.

In this post, I share major hacks that accelerate, de-risk, and reduce the cost of enterprise-wide business process transformation initiatives with ease.

The firm of the future may be ten million people working together for ten minutes

Growth hacking is inductive, non-linear, and empirical, contrasting the economic literature's deductive, linear, and abstract frameworks. Therefore, it can yield prescriptive and actionable insights that create virtuous cycles, avoid vicious cycles, and regulate linear economic development. This perspective led to a novel definition of the quality of growth. As an extension of this definition, three development archetypes are stylized as "active," "passive," and "sustaining" based on reflexivity characteristics of the underlying economic subsystems.

Technology comes to the rescue and enables the manufacturing industry to reimagine, redefine, and rebrand its jobs into rewarding life paths. But first, leaders should recognize the fundamental opportunities and challenges

A massive flood of commoditization is coming to Earth, and there are only 2 places to shelter: Metaverse and Universe.

The 5th Industrial Revolution will be the industrialization of space and it will open our “limited” paradigms into an “unlimited” universe.

Here is how to achieve a true manufacturing renaissance with greenfield innovations driven by x-shoring.

The USA can create a true manufacturing renaissance with greenfield manufacturing innovation. But it takes radically different factory concepts wrapped with business model innovations.

I did a mini-research to see which countries best used this door to the next era. Here is what I found:

Working capital math involves lots of exponentials to hack. But the body of knowledge is entirely linear and reductionist. This conventional mind breaks working capital into receivables, inventory, and payables, then improves these islands of the working capital.

Dogs instinctively chase cars, but when they catch one, they don’t know what to do and simply stand next to the car and bark at it.

This resembles managers chasing magical metrics like OEE. When given the metrics, they are paralyzed and start philosophizing over the numbers. Besides, these magical numbers measure the past, which is impossible to change.

To avoid this costly inaction, I advise implementing the business process as a managerial context first.