got to be reflective. We
have ask constantly
ourselves “Are we using
the right methodology
to come to the answer?”
This is part of the struc-ture-drives-behavior-drives-culture-change.
If we, as leaders, continue to demonstrate
that good decisions will
only be made on data,
I think, eventually, we
will get there.
Baumgart: If leaders
can start looking at
the data that they’re presented with and
making decisions on it, their people will
see that activity happening and they’ll
recognize that the data is being used to
make those decisions, and then they’ll
drive that cultural change and that behavioral change around that. So often,
data is presented to leaders and they
look at it and they might like it, but they
don’t actually make the decision on it.
We, as leaders, have to hold ourselves
accountable to do that. Once that happens, that will drive that cultural change
and really create that data-driven mindset all the way through various levels of
Bird: I’d definitely agree. It’s all about
walking the walk. If you say you want to
use Lean or whatever is the next big thing
in the company, but on the shop floor the
manager isn’t doing it, it pretty much dies
right there. You have to instil that data
mindset all the way down and have everything and everyone working in that way.
You may have do some hard things quickly sometimes if someone is not doing that.
You have to hold people accountable, at
the end of the day, to foster that type of
culture that you’re trying to drive, and it
has to start at the top.
Dwight: At Cooley, there’s a bit of a joke:
don’t walk into Dan’s office until you’ve
done your math. I welcome your opinion,
but it better come with the data to reconcile that thought-process. That was really my way of forcing the organization
to change and make the data part of the
Baumgart: One easy way to start is just to
review the data and ask questions on it.
You may not be ready to make a decision
off that data yet, but as soon as your people can see that you’re looking at it and
you’re asking questions about it, that will
also start to drive the cultural shift.
Brousell: So, to conclude, when you think
about the persona of a manufacturing
leader in 2025, just five or six years from
now, what’s the one characteristic that
you think will be most important for success in digital transformation?
Bird: Net work collaboration.
D’Arpa: People development.
D wight: Leading smarter.
Fleming: Vision, every time. M
MLC Chairman John
Larry Megan, and
P&G's Pietro D'Arpa
continue the leadership discussion after
the panel session.