People love to joke that robots are going to someday steal our jobs.
Don’t panic — nobody is being replaced just yet. You can put down your stapler.
But don’t relax, either. Because it’s time to revolutionize the way middle management utilizes Big Data.
The role of data collection and analysis commonly falls on the shoulders of middle managers. Given our increasing reliance on data, many business decisions are only made if they can be supported by data. This raises an interesting question: Do we still need middle management if Big Data is making all of their decisions for them?
My answer: Yes and no. Big Data should replace some traditional management positions and help to evolve the roles of the remaining ones.
For example, Tom Montgomery, co-CEO of clothing brand Chubbies, explained that traditional marketing events were developed by managers who thought about the “why” behind their companies’ events — and an associate would make the “how” work.…
This post is sponsored by TraceGains.
Everyone in an organization has a role in providing our customers superior quality products, says Alejandro Cebado, senior director of quality systems at Bimbo Bakeries USA.
Bimbo Bakeries USA has become the nation’s largest baking company through a series of acquisitions, and now operates more than 60 bakeries across the country. Cebado says working in that kind of environment has enabled him to learn and grow from the influence of the various corporate cultures that have been melded together.
“I have the privilege to lead the BBU Quality and Food Safety team in building, implementing and operating a comprehensive and effective quality system that will support BBU operations in delighting our consumers every day with safe and superior quality baking products,” said Cebado.
SmartBrief recently spoke with Cebado about his role at the company and his advice for young quality professionals.
What are the aspects of your position that you are most passionate about, and why?…
I recently delivered a talk at an advancement conference on the topic of identifying and communicating a school’s unique qualities and mission. During the presentation, an issue emerged that sits at the forefront of the minds of many of the professionals who were in attendance.
I spoke of the need for advancement personnel — development, admissions, recruitment/retention, communications, marketing, etc. — to connect deeply and continually with academic leadership. Too often, the two offices operate as independent silos, with each group focused almost exclusively on their respective domains without much awareness or interest in what is occurring across the hallway or elsewhere on campus.
Part of this dynamic may come from each group’s familiarity and comfort level. Academic leaders are usually promoted from the classroom. They excel as instructors and instructional leaders and prefer to talk about pedagogy, to engage with teachers and students, and to deal with the kinds of tasks that are typically associated with school function — scheduling, supervision, curriculum, etc.…