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Leadership of any organization is charged with determining ‘its’ future – where it is headed, how to address it and when – whether to come in early, late, or miss it. Scott Anthony, a Harvard professor once said:
“Signs suggesting the looming need for transformation aren’t always obvious, and they are never unmistakable until it’s too late. But picking up on the weak signals and getting the timing right can be the difference between stepping boldly into the future or jumping, panic stricken, from your burning platform into an unforgiving sea.” (How to Anticipate a Burning Platform, HBR, December, 2012)
Interestingly, ~40% of the 9200 Wisconsin manufacturers are expected to dissolve by 2030 –due in part to natural attrition – due in part to competitors better aligned with the future.
Success is never certain. But, after 35 years in business, and ten in higher ed, I cannot think of a more exciting time to be in business, or to be young and starting a career.
“Underlying all of the ‘noise’ in the world today are fundamental currents of change that are not entirely obvious but will dramatically impact the legacy business models of today: trade with China, world demographics, the emerging ‘digital ecosystem,’ and the need for unique talent. There are no shrink-wrapped solutions which can be purchased to address these issues.
We will explore these issues, and ways companies are addressing the future. A McKinsey Global Institute analysis projects “a remarkable gap between companies that adopt and absorb artificial intelligence (AI) within the first 5-7 years and those that follow or lag behind. The analysis suggests that “front-runners” in AI adoption can anticipate a cumulative 122% cash flow change, while “followers” will see a significantly lower impact of only 10% cash flow change. This shows the importance of early technology adoption, since companies waiting risk missing a large share of the benefits.” If you are not thinking about these issues, it’s time to start.
This is an exciting time to be in Wisconsin.
Dr. Fisher joined Marquette in 2008 as a member of the supply chain management faculty and Director of the Center for Supply Chain Management. Doug brings three decades of experience in the logistics field to the College and the Center, as well as advanced degrees from Indiana University.
He has held executive positions in the air cargo, LTL, non asset-based forwarding and logistics-software industries. His range of positions includes Assistant General Manager, Vice President-Marketing, Vice President-Corporate Development, Vice President-International, and President. He has addressed fundamental revenue-facing activities, troubled-business turnarounds, and businesses facing strategic change in their markets. In addition, he has taught logistics and global trade management at Auburn University, and maintains his role as a consultant in Cascade Consulting Partners, a firm specializing in identifying and capitalizing on opportunities for improved performance and profitable growth throughout the enterprise.
Doug received his undergraduate degree in Mathematics from the University of Kansas and an MBA and DBA in Management/Transportation/Quantitative Analysis from Indiana University.