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Opinion

Editorial

Often, when we say that something, or some trend, is ‘changing the landscape,’ we don’t mean literally, and we’re often exaggerating.

That was not the case with some of the biggest stories of the 2010s, a decade in which the landscape was changed literally, but also figuratively, and in all kinds of ways.

Start with the tornado that roared through the region on June 1, 2011. It certainly altered the landscape, from Springfield to Brimfield. But there were other landscape-altering developments over the past 10 years, especially the introduction of casino gambling and the arrival of a broad, multi-faceted cannabis industry in Massachusetts. More on both of those later.

But there were other significant changes to the landscape — specifically, the business landscape — that took place over the past decade. And they’re all still having a profound impact.

These range from ongoing workforce challenges facing employers across every single sector of the economy to the continued growth and maturity of the region’s entrepreneurship ecosystem, to the opening of the Dr. Suess Museum at the Quadrangle, an addition that is certainly helping to put Springfield on the map.

Speaking of Springfield and being on the map, it’s pretty safe to say that more people are setting their GPS for the City of Homes than at any time in recent memory (we know, GPS hasn’t been around that long, but you get the point). The casino in the city’s South End has a lot to do with that, but overall, the city is enjoying a renaissance of sorts that involves the arts, tourism, entrepreneurship and innovation, a new hockey team, some new businesses, and even some new places to live.

There is still considerable work to do, but it’s safe to say that the city has rebounded nicely from the fiscal nightmare of a decade ago and now has what could be called momentum as we enter the 2020s.

As for the casino and cannabis, these were the biggest stories of the decade, and they could well be among the biggest in the decade to come.

MGM Springfield has transformed the South End into something one might find in Las Vegas. The question on everyone’s minds, though, is just how many people are finding it. The revenues — as in gross gambling revenues, or GGR — are not what they were projected to be, and that is certainly cause for concern.

But, revenues aside, the casino is certainly bringing more vibrancy to the downtown, especially when big shows are slated. And the complex holds considerable promise for luring more convention groups to the region.

The casino will certainly be making headlines for years, but the question remains — what kind of headlines?

As for cannabis … we wrote several months ago that this development is likely to be far more impactful than the casino on a regional basis, and we’re already seeing that. In communities like Holyoke, Easthampton, Northampton, and others, cannabis is bringing jobs, tax revenues, and new opportunities for development of commercial real estate, much of it previously vacant or underutilized.

And we’re talking about hundreds of thousands of square feet of commercial real estate.

The cannabis industry, in most respects, is still very much in its infancy. What will it look like when it’s all grown up? That’s a matter to be decided in the next decade.

As for the one that’s soon to be referred to in the past tense … it was one of profound change to the landscape, in every sense of that phrase.

Senior Planning

When It’s Time to Leave Home: Making the Change

By the National Institute on Aging

The decision about whether your parents should move is often tricky and emotional. Each family will have its own reasons for wanting (or not wanting) to take such a step. One family may decide a move is right because the parents can no longer manage the home. For another family, the need for hands-on care in a long-term care facility motivates a change.

In the case of long-distance caregivers, the notion of moving can seem like a solution to the problem of not being close enough to help. For some caregivers, moving a sick or aging parent to their own home or community can be a viable alternative. Some families decide to have an adult child move back to the parent’s home to become the primary caregiver.

Keep in mind that leaving a home, community, and familiar medical care can be very disruptive and difficult for the older parent, especially if they are not enthusiastic about the change. You might first want to explore what services are available in your parents’ community to help them in their home — including home health care, housekeeping, personal care, and transportation services.

Myriad options exist when it comes to deciding where to live, but these choices can be limited by factors such as illness, ability to perform activities of daily living (for example, eating, bathing, using the toilet, dressing, walking, and moving from bed to chair), financial resources, and personal preferences.

Tips for the Transition

• Keep in mind that leaving a home, community, and familiar medical care can be very disruptive and difficult for the older parent. First explore what services are available in their community to help them in their home.

• Some families find a conference call is a good way to talk together about the pros and cons of each option. The goal of this call is to come up with a plan that works for everyone, especially your parent.

• Many older adults want to ‘age in place’ — to stay in their own homes as they get older — but may have concerns about safety, getting around, or other daily activities. A few changes could help the resident continue to live independently.

• Whatever your decision, try not to let your parent or loved one feel threatened or forced.

Older adults, or those with serious illness, can choose to stay in their own home or move to a smaller one, move to an assisted-living facility, move to a long-term care facility, or move in with a family member. Making a decision that is best for your parent — and making that decision with your parent — can be difficult. Try to learn as much as you can about possible housing options.

Some families find a conference call is a good way to talk together about the pros and cons of each option. The goal of this call is to come up with a plan that works for everyone, especially your parent. If the decision involves a move for your mom or dad, you could, even from a distance, offer to arrange tours of some places for their consideration.

Experts advise families to think carefully before moving an aging adult into an adult child’s home. There are a lot of questions to consider. For example, is there space in your home? Is someone around to help the older person during the whole day? What are your parents able to do for themselves? What personal care are you willing and able to provide — moving your parent from a chair to a bed or toilet, changing adult diapers, or using a feeding tube, for example? What kinds of home-care services are available in your community? What kind of specialized medical care is available nearby?

Many older adults want to ‘age in place’ — to stay in their own homes as they get older — but may have concerns about safety, getting around, or other daily activities. A few changes could make the home easier and safer to live in and help the resident continue to live independently.

For example, don’t use area rugs, and check that all carpets are fixed firmly to the floor. Replace handles on doors or faucets with ones that are comfortable for you to use. Install grab bars near toilets and in the tub or shower. Reduce fall hazards by placing no-slip strips or non-skid mats on tile and wood floors or surfaces that may get wet. Place light switches at the top and bottom of stairs and remember to turn on nightlights. Install a ramp with handrails to the front door.

Whatever your decision, try not to let your parent or loved one feel threatened or forced. Help them understand you have their best interest at heart, and want to find a solution that works for everyone.

Health Care

Implanted Thoughts

Dr. David Hirsh

Dr. David Hirsh says mini dental implants can hold a bridge or crowns in place without requiring surgery and months of recovery.

Early in his career, Dr. David Hirsh used to perform dental work for the then-Springfield Indians, and even back then, there was a clear generational divide among hockey players — one measured by how many teeth they had.

“Everybody used to talk about hockey players having no teeth,” he told BusinessWest. “But the young players grew up with helmets, facemasks, and mouthguards, and they came to the office here, and they had beautiful teeth. Their older counterparts would smile, and there would be nothing there.

“It was a matter of education,” he went on, comparing it to how today’s athletes have a better understanding of concussions for the same reason.

But that focus on education holds true among all dental patients, Hirsh added, not just athletes. Simply put, dentists are seeing people make it past their childhood and young adulthood with healthier teeth than in decades past. “We see a tremendous difference in the younger population, which is very satisfying.”

Since launching his practice in downtown Springfield in 1981 — he has expanded the Bridge Street office four times since then — Hirsh has seen plenty of change in the way care is delivered, particularly in the realm of implants, especially the mini implants he has become known for regionally (more on that later). But some of that change has to do with improving habits.

“We’re here to restore teeth and fix teeth and help patients smile and look good. But we would much rather get these people when they’re younger — meaning children or young adults — and guide them and help them to maintain their teeth,” he explained.

“There’s no fun in making someone a denture,” he went on. “There’s no fun in having to restore a full arch with implants. We do it because there’s a need. But that’s not the goal of dentistry. The goal of dentistry is clearly prevention. My goal has always been having a strong hygiene program, a strong prevention program, and helping guide people — and helping parents guide their children — to better oral health so they won’t have to be in a situation where they need a root canal, bridges, partials, dentures. Those things aren’t the goal. That’s not what we want.”

“There’s nothing more satisfying to me than to have a patient come in missing teeth, and they leave here with a beautiful smile, and they have tears in their eyes.”

But because there will always be a need for restorative dentistry, Hirsh — who practices with Dr. Kelly Soares under the umbrella of PeoplesDental — has taken advantage of plenty of innovations in the world of implants, with the goal of restoring not only teeth, but quality of life to patients with less recovery time than ever before.

Tooth of the Matter

When implants first came on the scene a half-century ago, Hirsh said, they were designed differently, and didn’t exclusively use titanium as they do today, so a membrane would form between the metal and the bone, causing the implants to loosen up.

“Today, every implant system is based on titanium technology — all of them,” he explained. “Titanium is the only metal that fuses directly to bone without forming a membrane around it.”

Implants are typically a surgical procedure, placed into exposed bone after the gums are opened up. “A hole is drilled, the implant is tapped in or screwed in very gently, and then the gums are sutured closed, and you have to wait anywhere from six to eight months in the lower jaw — four to six months in the upper — for that titanium implant to fuse with the bone.”

While traditional implants do a good job of anchoring crowns, bridges, and other structures over the long term, mini dental implants, or MDIs, have been a game changer for Hirsh’s practice.

MDIs are solid, one-piece, titanium-coated screws that take the place of a tooth root. They are much thinner than traditional dental implants and were originally designed to hold dentures in place. However, they have other benefits, including the fact that they stimulate and maintain the jawbone, which prevents bone loss and helps to maintain facial features. In addition, they are stronger and more durable than crowns and bridges that have been cemented into place.

They were first used in the ’90s and have been approved by the U.S. Food and Drug Administration for long-term use for fixed crowns and bridges and removable upper and lower dentures.

PeoplesDental in Springfield is now certified among a group known as Mini Dental Implants Centers of America — the only one, in fact, in a region that stretches from the Berkshires to Worcester, and from Vermont to Hartford. The organization is associated with the Shatkin Institute, the largest training center in America for MDIs.

“For reasons I don’t understand, mini implants in this area in New England are not widely utilized,” Hirsh told BusinessWest. “I think we’re a little slower than other areas of the country to experiment and do new things. When we have something that works, we don’t like to change. When traditional implants began in the late 1960s, early ’70s, the biggest negative voices were from dentists themselves — ‘you can’t put metal in somebody’s bone.’ Then, all of a sudden, by seeing what could be done, they came around.”

The same may soon happen with MDIs, he went on. “More people around the country are learning that minis are a very, very good alternative to traditional implants. The mini implants are not shorter, they’re just narrower; the largest minis today are equivalent to the thinnest traditional implants. The difference is basically the placement of them and what’s involved from a patient perspective.”

Most notably, no surgery is involved. Rather, the dentist makes a small hole through the gum tissue and into the bone, and screws the implant in.

“It gets its retention from the screwing effect, so you don’t have to wait six to eight months,” Hirsh explained. “That very day, you take an impression and make your final crown or bridge or whatever you’ll use it for.”

He likened the procedure to drilling a thin screw into a piece of wood. “You drill a pilot hole first, then put a screw in that’s a little bigger than the hole, so it bites into the wood. The same thing happens here, except it bites into the bone. It’s about half the cost, it’s less invasive, and there’s less chance of infection and the many types of sensitivity and soreness afterward because that usually comes from the cutting and the stitching.”

Quality of Life

More important, however, is the impact of mini implants on patients’ quality of life, Hirsh said, particularly for those wearing lower dentures.

“Lower dentures float all over the place. Nobody’s ever happy with their lower denture. It sits on a ridge like a horseshoe, and their tongue hits it and lifts it up, and they use pastes and powders that are uncomfortable and taste bad. And at restaurants, they can only eat what their teeth permit them to eat.”

With mini implants, however, a dentist can place four implants into the arch and corresponding attachments into their denture, and the denture can snap into place that same day. When they are used to stabilize upper dentures, the palate portion of the denture can be cut away, which makes it more comfortable and improves the taste of food.

“They can take it out to clean it, but it’s not going to move around,” he said. “There’s no paste or powder, it’s cost-effective, and it changes their life. I’ve done commercials with patients who bite into apples or corn with dentures, and they feel it’s rock solid.”

That’s gratifying for someone who has spent nearly 40 years helping people find solutions to dental issues that stem from genetics, accidents, environmental factors, and plain old bad habits.

In his earlier days, he explained, before dental insurance became more widely accessible, it was more common than today for families to avoid the dentist because of cost — or, if a tooth went bad, just opt for an extraction over a root canal.

“They were in a bad financial situation, or they weren’t educated to take care of their teeth, or a combination of both,” he told BusinessWest. “One tooth goes bad, and they need a root canal to save it, but they don’t want to spend the money, or don’t see the value in it. So they have that tooth extracted, and a year later, another one hurts, and it’s the same thing. All of a sudden, you’re looking at half a mouth of teeth, and half a mouth can’t do the work of a full mouth.”

Sometimes it’s a long process — decades, perhaps — to get to that point, or perhaps something happened suddenly, like a car accident or being struck in the teeth, but without insurance, it can be a challenge for families to get the work they need, at a time when procedures have become less invasive, in many cases, and more cutting-edge.

That’s changing, he said, not just on the insurance front, but as the result of decades of education and advertising the benefits of healthy oral habits. “When I see today’s young people, I don’t think, in the future, we’re going to see the amount of restorative need we see today.”

Until then, Hirsh aims to continue fixing what he can and helping young people forge a path to a future without implants. He’s scaled back to three days a week as he approaches retirement, but says the leisure activities of those coming years may not make him as happy as his current work does.

“There’s nothing more satisfying to me than to have a patient come in missing teeth, and they leave here with a beautiful smile, and they have tears in their eyes,” he said. “I’m not a golfer, but I fully understand hitting a great golf shot is very satisfying — but no one can convince me it’s as satisfying as doing something like that for a patient.”

Joseph Bednar can be reached at [email protected]

Business Management

The Forces of Change

“People don’t change unless the pain of not changing becomes greater than the pain of change.” That was one of many observations made by those presenting the latest installment of BusinessWest’s Future Tense series late last month. The more important point made: by the time companies get to that point, it might just be too late to change.

‘Burn the boats.’

That’s supposedly what the Vikings did before entering into battle — a bold indication that there would be absolutely no turning back from a particular course of action — and the phrase has become heard with increasing frequency in boardrooms across this country and in many others.

And Mark Borsari, president of Palmer-based wire-brush manufacturer Sanderson MacLeod, made it one of many phrases (and takeaway strategies) he offered as co-presenter of the latest installment in BusinessWest’s ongoing and appropriately titled Future Tense series.

Borsari shared the podium with Jim Barrett, managing partner at Holyoke-based Meyers Brothers Kalicka, and advice not to be afraid to burn the boats was among the many messages they passed along to audience members during a program titled “Change Considerations: An Examination of Lean Process, Market Disruption, and the Future of Your Business.”

The two focused on every phrase within that long title, but especially that one word ‘change.’ Like others who presented in this series before them, they noted that change is coming at business owners at an unprecedented pace and scale. And while there are some changes that cannot be foreseen or remotely planned for — Barrett summoned the example of the city of Westfield, a buggy-whip manufacturing hub that was one of few communities worldwide economically devastated by the invention of the automobile — there are things business owners can and must do.

Over the course of their talk, Barrett and Borsari listed several — from embracing new technology to being ultra-diligent when it comes to investing in it; from watching the horizon for imminent changes to recognizing emerging new trends in workforce skill sets; from embracing lean practices (whatever your business sector), to, yes, being fully prepared to burn the boats when it comes to all or most of the above.

Mark Borsari says his parents used the wet-facecloth method to get him up in the morning

Mark Borsari says his parents used the wet-facecloth method to get him up in the morning, and now he manages his company with the same mindset.

“You need to have confidence in what you’re doing,” said Borsari, noting that many lean initiatives and investments in new technology fail because leadership lacked the confidence to ride out the inevitable early questions and problems that accompany change. “If you’re a leader, stick with it; you have to burn the boats.”

One also has to keep his head out of the sand, he went on, referencing a business he was once in — the making of dentures — to get his points across.

“If you’re a leader, stick with it; you have to burn the boats.”

“That technology had not changed, until about 2004, in 150 years,” he explained. “You’d go to the dentist, the guy would put that big plastic thing with a bunch of goop in your mouth, make an impression, and send it off to a dental laboratory to a dental technician who would, by hand, make teeth; they were getting $120 to $130 a unit on average.”

By 2006 or so, intra-oral scanning had completely changed the landscape, he said, adding that a milling center in a dentist’s office can now make a tooth in hours instead of days and for a fraction of the cost.

“That is technology that is absolutely disruptive; if people in that industry were watching, they would have seen what was coming, but they missed it,” he noted. “Now these technicians have milling centers in their laboratories, and they’re making $40 a unit. You go from $120 to $40 with inflation — that’s the stuff that scares you to death.”

Barrett agreed, and for another example of not recognizing what in hindsight, or even careful foresight, seems obvious, he recalled Jim Keyes’ now-infamous quote from a decade ago: “Neither Redbox nor Netflix are even on the radar screen in terms of competition; it’s all Walmart and Apple.”

“Two years later, Blockbuster files for bankruptcy, and today, Netflix is worth about $62 billion. That’s how fast change can happen, and if you don’t anticipate the disruption, chances are you’re not going to make it,” said Barrett, adding that the business landscape is littered with similar examples of companies moving too slowly, or not moving at all, to anticipate change and get ahead of it.

How and why does that continue to happen?

“People don’t change unless the pain of not changing becomes greater than the pain of change,” said Barrett, adding that companies and business sectors are going to keep doing what has made them successful until it becomes more than obvious that they can no longer do that.

But at the rate change is happening, that won’t be possible in the near future. By the time the pain of not changing exceeds that of changing, it may be too late to change.

For this issue, BusinessWest recaps the third segment in its Future Tense series, a presentation that brought home the need for business owners and managers to prepare for and be able to withstand what can possibly come at them in the months and years to come, rather than be a buggy-whip maker in the age of the automobile.

Brush with Fame

Rosie Noble worked at Sanderson McLeod for a half-century, Borsari told those gathered at Tech Foundry for this installment of Future Tense. Her job — no, make that her domain — was a specific wire brush, or stylus, made for the healthcare sector.

“Rosie walked seven miles a day, 14 feet at a time, for 50 years — she has 2% body fat,” said Borsari as he attempted to draw a picture of how these brushes were made. “You are not going to find another Rosie Noble working for Sanderson MacLeod, walking seven miles a day, making brushes for the rate we were paying. And Rosie wants to retire; what do you do?”

The answer was the Rosie 2, built with her input. It’s the world’s first (and only) fully automatic twisted-wire stylus machine — technology that does essentially what its namesake did starting when Lyndon Johnson was in the White House. Ultimately, Borsari said, the company didn’t build this machine because it wanted to, but because it had to to remain competitive.

“People don’t change unless the pain of not changing becomes greater than the pain of change.”

The Rosie 2 is a great example of a company adapting to change, embracing and utilizing technology, and finding better and more efficient ways to do things, he noted, adding that, moving forward, it’s incumbent on all business owners and managers to write their own Rosie stories.

Jim Barrett

Jim Barrett says that, while lean practices are most commonly associated with the factory floor, this is a strategy, and mindset, that all business sectors must embrace.

There are many factors involved in this equation, said the presenters, starting with the world of work and the rapid pace of change of pace in that realm, most of it driven by technology.

To sum it all up, Barrett talked about this country’s new Lockheed-Martin F-35 fighter jet, a plane that uses artificial intelligence to self-diagnose its needs in term of fuel, parts, maintenance, ammunition, and more. Those servicing the plane don’t have to accumulate that data, as they did with past models, because the plane provides it for them.

Emerging technology does essentially the same for business owners across virtually all sectors, he went on, adding that, in the future (and even today, for that matter), employees, especially those involved in finance, won’t be needed to gather or even analyze information — again, because technology, like Blockchain, will do that for them.

“Today, a large part of the financial function is data analysis; 60% to 80% of the time is spent gathering data and making that sure that data is compatible, either between years or sets or whatever metric you’re trying to measure to: ‘do we have the right data? Is it good data? Is it compatible?’ — 60% to 80% of the time!” he said. “Moving forward, that’s largely going to be automated out of existence, all that time is going to be freed up, and that’s going to be a huge disruption to the financial function of industries.”

Instead, one of employees’ primary functions is to take the information available to them and help management decide what to do from a strategic standpoint. And to do that, they’ll probably need different skill sets than they have now, said Barrett, adding that they’ll need to do everything from “help the company make smart bets,” as he called them, to making sure the business is using the right data and the right metrics.

Instead of counting money in the cash drawer and figuring out where it came from, the retail finance employee of the future (or today) will need to be able to help answer questions like, ‘should we open a new store or close a store?’ ‘Do we go online?’ ‘How much does that cost?,’ said Barrett.

“And that’s a whole different skill set than the finance function of the past,” he went on, adding that employers and human-resources professionals need to be aware of these changes as they create their workforces.

“What people in the finance function need to understand is they need to adapt to this information, because what made them successful in the past is not going to make them successful or, like the buggy whip, relevant in the future,” Barrett noted. “If you’re still counting cash, your competition is way ahead of you.”

Investments in the Future

Borsari agreed, and said that knowing what to do with both data and emerging technology is the biggest challenge facing business owners and managers today.

With that, he clicked to a PowerPoint slide with two images — one of a palm tree, the other of an iceberg — and kept it there for a few moments as he talked about the immensely difficult and far-reaching decisions business owners face when it comes to investing in technology.

“Those of you who run businesses or run companies or organizations and have to make these decisions know that it’s exhausting — absolutely exhausting,” he said. “Our job, when you get right down to it, is to be on the bow of a ship looking out and seeing what’s on the horizon long before it gets there. It’s either an iceberg that’s going to put a hole in the side of the ship and sink you, or a pretty place you might want to take the company and go sailing.

“What people in the finance function need to understand is they need to adapt to this information, because what made them successful in the past is not going to make them successful or, like the buggy whip, relevant in the future. If you’re still counting cash, your competition is way ahead of you.”

“And it’s exhausting because you’re getting bombarded from all sides,” he went on. “Our challenge is, ‘how do we look at the palm trees and the icebergs and sort out what is the technology we think is relevant, what we think works for us, and what doesn’t?’”

Elaborating, he said the place companies must start is with a basic question: what is the technology for? And until it’s answered, the checkbook should certainly stay in the drawer. The goal, he went on, is to embrace and choose technology that enhances that which already separates you in the marketplace.

“Understand what the value-driver is for your customer,” he told his audience. “What do they come to you for? Then determine if technology is going to help you, neutralize you, or put you at a disadvantage. Once you buy it, you own it.”

Borsari noted that Palmer-based Sanderson MacLeod is not going to make wire brushes less expensively than companies in China, or almost anywhere else, given the high cost of doing business in this state.

“So why do people buy from us?” he asked rhetorically before answering that question for the audience.

“Our feeling is that our customers have to think that they’re either with us or that not being with us is a competitive disadvantage,” he said, adding that the company is known for its innovation and making products that stand out in the marketplace.

“These are the things that we think about when we consider technology,” he explained. “Is it going to help us with this, or does it make us more of a commodity?”

This discussion of technology and investments in it led naturally to another of those phrases in the program’s title — lean process.

Lean, the science of taking waste out of the process, can help drive decisions on technology investments, said Borsari, who cited the ‘5 Ms’ of waste — man, machine, method, materials, and money — and the need to identify which one (or ones) are the target of new technology.

“What are you buying the machine for?” he said. “Sometimes you think you’re chasing something, and you realize that’s not what you’re really chasing.”

What all companies are chasing are greater efficiencies and better ways of doing things, said Barrett, adding that a great misconception in business today is that lean is just for the manufacturing floor.

That’s a very limiting attitude, said Barrett, adding that Meyers Brothers, and the financial-services sector as a whole, is starting to embrace lean — out of necessity more than desire. But there are hurdles to be overcome, he said, primarily because these businesses are “dealing with people, not machines, and people are resistant to change.”

“We’re great at analyzing data — we made a career analyzing data — and people love to sit at their desks and play with spreadsheets,” he explained. “But that’s not valuable anymore; people are going to continue doing what made them successful over the past 30 years, even though times are changing.”

That’s why, said both Barrett and Borsari, what a company ultimately needs to change through lean isn’t equipment, technology, or even processes — but the culture.

The Naked Truth

Borsari called it ‘wet-facecloth management.’

And, obviously, he needed to explain that.

“When I was a kid, my parents didn’t like me sleeping in,” he noted. “They’d come in the first time and say, ‘you’ve got 10 minutes to get up.’ If I didn’t get up in 10, they’d say, ‘you’ve got five minutes, then we’re coming up with a wet facecloth.’

“It is impossible to not deal with reality when you’re facing a cold facecloth in the morning,” he went on, adding that the tactic almost always worked, and today, he more or less runs Sanderson MacLeod the same way. Reality, in this case, isn’t having to get out of bed, but to operate with the full knowledge that a few mistakes, or even one big one, can make your company the next Blockbuster or the next Kodak, a venerable institution that just didn’t position itself for the advent of digital photography.

With that, he said ‘wet-facecloth management’ means avoiding certain attitudes, including putting a company’s collective heads in the sand, as the dental technicians obviously did at the start of this century.

“Their heads were in the sand; there’s no question that there was technology coming up that would make a tooth faster than layering porcelain by hand,” he said. “You have to question yourself, and you have to have people in your organization who are empowered to challenge you on that.

“You want them reading, and you want them not feeling that if they come to you with an idea that’s a little out of whack, they’re not going to have your ear,” he went on. “But you have to make sure you don’t get your heads in the sand when it comes to technology, because if you do miss a major one, that will shut the doors.”

Another mindset to avoid is ‘magic-bullet thinking,’ he went on.

“This is where someone goes to a presentation, comes back, and says, ‘we have to buy this thing; it’s unbelievable,’” he said. “That’s dangerous; there are no magic bullets. There are things that will help you, but there are no magic bullets. I’ve bought magic bullets. They don’t work.”

Still another mindset to avoid, said both Borsari and Barrett, is the thinking that all the answers have to come from inside the company.

The proper mentality is to ‘get naked,’ as Borsari called it.

“I encourage people to get out and see other companies, and to have people come and pull you apart,” he explained. “Bare what you have; you want an idea that can come through and change things, but don’t get into thinking that you have everything covered, because you don’t.”

Barrett agreed, and said one of the bigger challenges facing businesses in all sectors is changing the culture of an organization and inspiring people to think lean, avoid magic bullets, and get their heads out of the sand.

What’s needed is a compelling message, he told BusinessWest.

“To stand in front of people and tell people they need to be more efficient because if we’re not more efficient and we’re not doing it better, we’re going to be out of business — that’s not really motivational to a lot of people,” he explained. “You need to find some way to engage them.

“In our business,” he said, “that might be to say, ‘yes, you might lose 60% to 80% of what you used to do, but if you understand that, you can now spend your time going out to customers and trying to help them with their business, and you can do better stuff that, A, they value, and, B, they’re going to pay more for, and you can have a better feeling when you leave that you helped somebody, as opposed to reading spreadsheets.’

“The message can’t be, ‘we have to be lean because we don’t we to be the next Blockbuster,’” he went on. “The message has to be, ‘we have to be lean so we can do better, higher-value stuff that’s more rewarding for us and more valuable for our customers.”

Bottom Line

‘Wet-facecloth management?’ ‘Burning the boats?’

These are not phrases you would probably hear in the boardroom 20 years ago, or even a few years ago.

But you hear them now, because the times (maybe you’ve heard this) are changing. And change is coming quickly and profoundly, and companies need to be aware that they have to change attitudes and change the way they do things.

As Barrett so aptly put it, businesses, and especially those who lead, simply can’t wait around until the pain of not changing becomes greater than the pain of change.

George O’Brien can be reached at [email protected]