Plain speaking at conferences ... ;-))

When considering the question of governance, it is vital we leverage capacity building so we can create a level playing field for gender mainstreaming, to bring value added to the ideas stream.

At the end of the day, when all is said and done and in the final analysis, we can give you a heads up on the required toolbox for the ongoing work in progress. Clearly we must network on the area of externalisation within the ballpark, energising our work hard play hard corporate culture.

The kick-off event will foreground re-engineering of lean management in a re-focused time frame, facilitating our stakeholders through their paradigm shift.

The CEO of ME and WE, with input from HQ Europe, will interface with core activities within the supply chain to mesh with the framework dictated by the gatekeeper.

Downtime allocations will impact the game plan, which will be factored into the road map on the basis of multiplex benchmarking.

But careful out there.

We must share our vision in the context of stretched goals.

The product life cycle curve must be positioned with differentiation inside a supply chain that is customer driven and - at cash and carry - driver customised.
We need empowerment at all levels of the operation. We must push the envelope, move it outside the box and place it firmly in the loop. We must find our niche in the real world. I'm talking configuration.

Topline must top the growth line in line with linear bottom line predictions. We must be top down, bottom up, top bottom and bottoms up. We must downsize to grow our core values, using sexed up marketing and keeping all curve balls off our radar screen.

We must communicate, but above all, we must speak to each other in plain language.


Phil SMITH
Member of Calliope in the United Kingdom


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