Dr. John Psarouthakis
Let us turn once again to general workforce issues. In this case, however, I would like to concentrate my observations on the workforce of the year 2025 and beyond,.
The entry-level workforce for the challenges ahead is now in the early grades. To understand what the implications of that statement are for the future of manufacturing, one needs to examine, a few demographics of that seven to twelve year old group which is now struggling with the basic skills of grammar and math school.
For one thing, that age cohort is smaller than previous groups of the past twenty years. There has been a decline in fertility among most groups in this country, and unless reversed will result in a much smaller group of youths ready to start work as we look at the next couple decades. Again, manufacturing will be competing against all the other employment possibilities, but this time for a shrinking supply of person power.
Continue reading The Future Workforce
Dr. John Psarouthakis
During the recent four decades we find ourselves in an accelerating, globally-interconnected, knowledge and technology driven times full of opportunities driven these accelerating knowledge and technologies, with ever more open national borders.
As the information and technology advancements gather momentum, society will, as always, look to university graduates, faculty, and staff for fundamental research, and for creative understanding and application of the knowledge they generate and engaging business, industry, governments, and other social institutions in new endeavors of learning, research, and problem solving. This will be an important element of the leading universities of the future.
Continue reading KNOWLEDGE TRANSFER PLATFORM
Dr. John Psarouthakis, Executive Editor,
Founder and former Chairman-JP Industries Inc and JPE Inc as well as Founder and Managing Director of JP Management Center, llc.
In the world of business nothing ever stays the same. Today’s competitive advantage may be copied by competitors and rendered useless tomorrow. Developing new products and entering new markets are two ways to maintain a competitive edge. But in a fast-paced market, imitators can often quickly follow: even patented items are difficult to defend in a global market. The globalization of commerce has stimulated a shift in thinking about competitive advantage. In many industries a competitive position can come from underlined organizational abilities, in others it could come up from a strategy model of financing, acquisitions, licensing, geographic expansion, or a mathematical model that enables you to integrate several of the above components of growth.
A business can be considered as a dynamic organism that reacts or acts on its environment in accordance to preset but also changing parameters that affect performance in direct relation to the simulation and controls incorporated in it. Being a dynamic organism / system it also means that its overall performance is a multiplicative function and not a summation function as it has been considered by classical growth models. These multiplicative functional relationships will be a significant part of the content of this seminar / workshop.
Continue reading Dynamic Business Growth