CircuiTree - February 2009 - (Page 25)

Fein–Lines By Dan Feinberg A Holiday Mix s I write this, we just celebrated Thanksgiving and are looking forward to the Chanukah and Christmas seasons. This is also a season of change and not just the kind of change that the followers of President-Elect Obama envision. There is economic fear and there is great opportunity. We have been told that there will be governmental change but we see old faces being appointed to leadership positions. The world is catching up with the U.S. technologically but the stage is open for my long-called-for Project Apollo for the 21st century. Let us not dwell on the present difﬁculties without thinking of and planning for the future. There will be a future and it will be what you make it; in fact, you are laying the groundwork for it this very day. Almost eight years ago, during the aftershock and the fear caused when the dot-com bubble burst, I wrote the following: “I must not fear. Fear is the mind-killer. Fear is the little-death that brings total obliteration. I will face my fear” (from Frank Herbert’s sci-ﬁ novel Dune). I went on to state that there was so much fear about the economy that everyone seemed to be hunkering down instead of looking for opportunities and investing in the future. In fact, that was true, and many of those that hunkered died! The list of companies that were stalwarts of our industry then that no longer exist is staggering. Today we have a very similar situation with the difference being that the fear and tendency to avoid bold and necessary action is no longer limited to the U.S. Because of the trend to globalism and the stunning growth in Asia, this time everyone is affected no matter where they are. The downside of not acting and the upside of taking bold action and being a visionary will affect the company in China and in India just as it will those in California or New York. This time we are all in the same proverbial boat. Instead of being consumed by the current state of affairs and the various political uncertainties, executives and managers A should be looking to invest time, talent, and even money in the future. Are you paralyzed by fear and hunkering down? Hiding under the bed, so to speak? You say no, but ask yourself this new version of the six simple questions I posed before—and then you decide for yourself. Be honest now. 1. Have I turned down an opportunity to further my company’s standing in the industry or with my customers, blaming my inac- If you are honest with yourself and you answer even one of these questions in the afﬁrmative, I suggest that you carefully consider not only your strategic planning but also your short-term tactics. I have said it before and I preach the following whenever my clients or students will listen: Sure, times are tough, but simply trying to manage the crises until things get better may speed up or even ensure failure. tion on the economic uncertainty? 2. Have we avoided looking at new and improved ways of doing things or at new processes that will save us time and money because we are overloaded with survival activities? 3. Have I decided to not take part in an industry event that I would normally attend? 4. Have the concerns about short-term profitability to cut costs or to recommend cost cutting resulted in cuts based on a percentage reduction rather than on true value-added-based analysis? 5. Have I paid more attention to industry forecasts (most of them backward looking) for signs of a recovery rather than paying attention to obtaining or retaining customers? 6. Have my customers or the market I serve perhaps noted that I have changed my focus from one that looks for new ways to provide value into one that is hunkering down? There are opportunities afforded by any situation. The old ill-wind parable applies here. Seek out opportunities. For example, successful suppliers have known for years that successful fabricators and assemblers are usually more open to looking at new products and processes during slow times. Increasing investment in research, marketing, or advertising may pay signiﬁcant dividends that will multiply when economic conditions improve. If you have been thinking of submitting a paper for presentation at an industry event or for publication, now may be the time. While your competitors curtail their activities due to the difﬁcult economic climate, now is the time for you to stand out. Remember, even a modest effort will be noticed when others are doing nothing. ■ Dan Feinberg is president and CEO of Fein-Line Associates Inc. and a founding partner in the Quantum Performance Group, LLC. Email: baer@mindspring.com circuitree.com • February 2009 25 http://www.circuitree.com

Table of Contents Feed for the Digital Edition of CircuiTree - February 2009

CircuiTree - February 2009 Contents Lead Wire The Wire Tech Talk Flexible Thinking Are Better PCB Design Tools and Manufacturing Enough to Stay Competitive? The Strategist Fein-Lines The Big Deal Over Fine Pitch Assembly Asian Section View From the Middle Market Outlook Technical Product Spotlights Classified Ads Upcoming Events Ad Index

CircuiTree - February 2009

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