Founder and President, Catalynics
It’s 2030. You are the CSO of a multinational Consumer Packaged Goods Company. In this era, technology has essentially taken out the middle-man and now people get everything from shoes to shampoo to sugar from distributed, self-organized networks. Goods are rapidly made and disposed of, 3-D printing is ubiquitous and consumers seek products that are highly customized to their tastes. In this new age, how will you help your company create a business model that delivers products and services with a net positive societal and environmental impact? The Retail Horizons FuturesKit, a joint project of Forum for the Future, the Continue reading →
Managing Director, Strategic Impact Partners
A variety of factors are changing how organizations view – and calculate – risk, especially regarding competitiveness and business continuity. The concerns range from high capital requirements and lagging utilization rates, volatile energy costs, and expanding global distribution networks to capacity shortfalls, inadequate responses to product demand, infrastructure limitations, security concerns, and complex supply chain integration requirements.
For most industries, the rules of engagement have been shifting; in some instances, dramatically. Pressures to reduce wasted asset utilization, enhance sales and operations planning, and minimize avoidable risks must now be factored into a holistic view that incorporates end-to-end visibility of the global supply chain.
A few years ago, Nike paid the price for the bad labor and human rights practices of its suppliers. Now it's Apple's turn in the penalty box.
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