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Factory investments and equipment acquisitions are major undertakings to a company and their success is critical, as success of the company itself also often hinges on the investment. In these cases, mere price is not the deciding factor, as quality and delivery time must also be optimized according to the company’s requirements. To ensure the success of an investment project, resources are also needed. Too often we see investments being carried out while the people involved are still engaged in performing their regular tasks.

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When there is lot to be done and the amount of staff has been optimized according to current tasks, there is very little time available for developmental activities. Many of us have long to-do lists full of things to be done when the time is right. But that time rarely arrives, and even essential developmental activities are therefore set aside for operative tasks.

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I have seen several successful operations models ranging from extreme inhouse operations to genuine focus on core competencies. In the latter model, the company outsources as many things as possible to ensure the maximum scalability of business operations and processes. Many companies and company models can be found between the two extremes.

 

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Outside specialists are increasingly necessary to handle changes in business operations, dealing with growth or cost pressures or to help with digitization, for example. So why do we consider it challenging to go out and look for help?

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