This is the view of Tony Hague, CEO of PP Control & Automation, who is urging companies to strive for strategic independence, formulating and executing strategy autonomously and without reliance on inadequate policies and economic aid.
According to Hague, this approach will empower firms to make operational adjustments that are directly aligned with their business goals and customer needs.
This will involve understanding processes, defining market orientation, investing more in R&D and developing a sustainable skills plan that will meet short and long-term requirements.
“We can’t wait on external factors to calm, or a government to care. We can’t wait around for a directive, or a miraculous shift in how our work is valued. And we definitely can’t be passive,” Hague said in a statement.
“The manufacturing community wears resilience like a badge of honour because of the sheer number of times it has had to fight its own corner. But that spirit shouldn’t be reserved only for overcoming difficult situations, it should be leveraged to cultivate our own strategic independence.”
He continued: “Let’s presume that when it comes to industry, a lax government will continue to be exactly that – lax. No matter what way the July 4th general election may tip the balance of power, the matter of alignment with industry will still likely be askew. Would it not be more beneficial to instead take proactive steps to securing our own future?”
Tony’s rallying call focuses on several key business areas, including strengthening supply chains and increasing investment in technology and R&D, partnering with specialist providers and establishing dedicated innovation labs.
Fostering a culture that values creative thinking and problem-solving across all levels of the organisation is also critical and can lead to competitive advantages on a domestic and international scale.
“We can do much more to develop skills and expertise internally. Spending more on workforce development is obviously crucial to improving productivity and innovation capacity, not to mention bridging skills gaps and keeping employees engaged,” said Hague.
“Industry is in a digital age, where data is abundant and invaluable. Manufacturers should leverage this new ‘gold’ and analytics to gain insights into market trends, customer preferences, and operational efficiencies. This knowledge will drive smarter, evidence-based decision-making.
“Whilst pursuing independence, it is also wise to maintain strong relationships and build your own self-contained networks and collaborative approaches to business improvement, market targeting, and the imperatives of ESG, especially in engaging with local communities.”
He concluded: “And just because you’re developing your own strategic independence, it doesn’t mean that relationships with industry associations, and even governmental bodies are avoided – quite the opposite. When these relationships are built into strategic plans, they can provide support, resources, and vital market intelligence.”
Is Tony right? Should manufacturers develop ‘strategic independence’? Let us know in the comments section below.
Visit our jobs site https://jobs.theengineer.co.uk/ to find out about some of the latest career opportunities at industry's biggest employers
UK productivity hindered by digital skills deficit – report
This is a bit of a nebulous subject. There are several sub-disciplines of 'digital skills' which all need different approaches. ...