Several years ago we discussed the disruptive and transformational parallels of change and the degree of change is not slowing down for a moment. I talk to food guys every day after all it’s what I do and am very sensitive to change. As we deliver our services we are “change agents.” Today we’ll address that from a different perspective and hopefully see what my readership thinks.

The Timing of Change

On Monday I called a prospect who was looking at our Cloud application and he took a good 10 minutes to discuss how he was an old timer and that really did not like change and was not real comfortable with change if he didn’t need to change. He had gone through a bad experience with his phone carrier who was not going o fix his copper lines and said that fiber was the only product they could deliver properly to their business. Of course without phone how could he could he survive. I approach people like that with understanding and carefulness because they are not the exception in my job. I finished by saying that I understood his position and respectfully would not try to change his mind.

Flip the page 10 minutes later and I’m reading from one of the newsletters I get from Meatingplace by a chef that was hitting my target head on. To change or not to change? Today's quandary from Chef Michael Formachella he goes on to say,

“In the food world, change is constant. New technologies, new machinery, new emerging cuisines and best of all new food flavors are introduced almost daily. As a chef, these moving parts of a bigger puzzle can be exhilarating and spurs on innovation, creativity and ultimately new creations. As a CEO or executive marketing person, facing these choices can feel like walking across a dark chasm on a tightrope, on one side the safe and familiar and on the other side the possibility of prosperity or even just continued survival. Many companies are known as innovators and ground breakers while others choose to follow and duplicate. They must understand the drivers in consumer preferences and what trigger points to push such as price, ease of use, convenience, sustainability, organically grown, non-GMO, fair-trade, local and so on. Social media is playing a huge role in the decision process. How much is enough, how much is too much?”

As we have discussed these in the past there is a clear separation from us baby boomers and the millennium’s.  This separation needs to be bridged if you are going to be successful in your business. I’m an old school guy and proud of it, but I address the other generation as part of my work and need respect and understanding and that helps me bridge the gap.

Michael goes on to say,

“Large companies have been engaged in data mining for years. Now most find it is an essential part of business. These are analytical processes of finding and gauging anomalies, patterns and correlations within large data sets to help predict possible outcomes. Businesses are using a broad range of techniques to increase revenues, cut costs, improve customer relationships, reduce their risks. What is a small or mid-range company to do?

My query this week is: How do you identify when change is necessary? This simple question applies to any business

Michael said it all, How do you identify when you need to change?

Please share your thoughts with me, This email address is being protected from spambots. You need JavaScript enabled to view it..


If you’re heading to the expo,
be sure to stop by Booth #967 and
see our Food Connex Cloud Product






Issue 640 - Everything Cycles.

Transformation and disruption was a topic in an article in the Sunday Philadelphia Inquirer. I read about the demise of Sears & Roebuck titled The Big Stumble. They believed they had no competitors. The New York Times dubbed them "The Amazon of the gilded age." Those of us in the baby boom generation remember Sears.  As a young boy I remember thumbing through the catalog, dreaming of what I could buy if I had the money.

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