Where Has the Talent Gone?

The labor participation rate is still under the pre-pandemic rate. According to the Bureau of Labor Statistics, the rate is still running almost 1% below the pre-pandemic rate. This is no surprise to clients as they simply do not have the talent needed for key positions in Manufacturing, Planning, Purchasing, Customer Service, and more. Read more about the Skills Gap in our article.

We believe there are several key reasons for this continuing trend:

• Baby boomer retirements: 44% of the Baby Boomer generation are at retirement age. By 2030, the youngest of the largest generation in history will be older than 65.
• Pandemic career changes: The pandemic made people realize that they wanted to find what would fulfill them, and several have changed careers. Also, Families changed their view on how to raise children. In some situations, one parent changed and/or reduced focus on his/ her career (unless flexible) while his partner stayed focused on her career.
• Current Leadership: The generation following Baby Boomers (Generation X) is not as large. Across clients, whoever is remaining in a leadership role (typically a Baby Boomer, Generation X or Millennial employee) is completely overwhelmed and running around like a chicken with his head cut off.
• Newer employees: Generally, they are gaining experience, but do not have the knowledge to “figure out complex issues”.
• The advancement of technology: Technology continues to advance as companies realize they must embrace ERP systems, automation and robotics, artificial intelligence, predictive analytics and more. This has reduced the need for low skilled resources, but it has increased the need for high-skilled resources.

Lack of training & mentoring: For many years, companies could hire talent from the competition. Although this is still possible, there are fewer and fewer resources with the practical experience, systems and data knowledge, and process expertise to fill the roles.

Client Examples

We wish it was an exception, but clients are scrambling (and frequently in chaos). This situation is no longer the exception. It has become the norm. As key people leave the organization or critical changes occur, the resources simply do not exist to successfully navigate these situations as smoothly as they did previously. Thus, clients are scrambling on a day-to-day basis.

For example, multiple clients pop to mind with a key planning, supply chain or operations resource who is completely overloaded. This team member is “juggling multiple balls in the air while doing jumping jacks”. In essence, they are running around filling gaps, resolving issues, and bringing up topics proactively. However, internally, the resource is seen as the issue because she is always racing to keep up with Sales changes, rescheduling due to production ramp up challenges, uncovering system issues, and bringing up potential problems. There was a ‘brain drain’ of expertise and this resource continues to absorb additional tasks to try to keep the balls in the air.

The process is dependent on the system, and the system is dependent on the resources (design, setup, training), the data and transaction disciplines. In our examples, there are completely different situations (challenges, leadership styles, geographies, ERP system maturity, etc.). Yet the result is the same. If the process is dependent on a person, the process will not succeed. On the other hand, the process, system and resources need to be upgraded (including training and education) in conjunction with one another. Our consulting role is to partner with the client to assess the situation, design an upgraded path forward, and partner with the client to roll out and achieve sustainable results.

What it used to take to deliver bottom line results for clients absorbs around 20-30% more effort on average than it did pre-pandemic due to this skills gap (even with our greater experience and internal process upgrades). In some cases, it requires 50-100%! If this situation was an outlier, we wouldn’t be concerned, but it is no longer an outlier. Thus, we are pivoting and will be aggressively highlighting the key issues, warning signs and plans of attack earlier in the process. It will be less comfortable for clients to absorb this news earlier (with less time to absorb the facts), but we are experienced in seeing the signs and knowing the best route to “right the ship”, and so we will force these uncomfortable corrections early on. Fasten your seat belts!

Strategies for Success

There are a few key recommendations to start to “right the ship”.

• Leadership & Culture: There are fewer resources to bring on board to jump in, figure out a situation and “right the ship”. People follow people; not companies. Thus, you must have exceptional leaders. The only way you will have exceptional leaders is to have an excellent company culture. Of course, company culture goes back to leadership. There are no magical solutions. It take a LOT of hard work, excellent people, the willingness to take risks and invest when no one else is investing, and establish a performance management process that weeds out the poor performers and recognizes the star performers. Read more about this topic is our article How to Attract People to Your Company.
• Training, education & mentoring: These are NOT the same topic. You can no longer rely on hiring key resources away from the competition. Instead, you must develop them. Provide training (step-by-step processes), education (the why behind what you are doing and how it fits into the big picture), and mentoring (follow me and watch my example as I’ve been there and done that).
• Supplement resources: Clients are supplementing with consultants, contractors, interim temporary resources etc. Although we are jumping in as consultants to assist clients with critical priorities, we are jointly prioritizing bringing them up-to-speed so that they can sustain the process upgrades on their own.
• Appreciate different pools of talent: Retired workers might be exactly what you need to help you over the hump and/or bring folks up-to-speed. There are other groups such as veterans to pursue as well.
• Revisit your job requirements: What do your most successful employees do differently? It might be that they need fundamental skills training but not a college degree. It might be that they need certain characteristics for certain roles but not specific experience. It might be practical ERP knowledge instead of the specific ERP system experience.
• Meaning, Flexibility & Opportunities for Advancement/ Learning: The name of the game to attract, engage and sustain employees is to ensure meaning, flexibility and opportunities for advancement and/or learning.

Talent is such a critical topic that we will keep our eyes and ears out for unique strategies and fresh ideas for success. Please keep us in the loop with your ideas and success stories as well. It will be a key differentiator in the next decade.

If you are interested in reading more on this topic:
Where is Your Supply Chain Talent?

The post Where the Talent Has Gone & Strategies for Success appeared first on LMA-Consulting Group, a supply chain consulting firm.

No client has enough high-skilled talent. In fact, it is the single largest issue facing executives. The skills gap is severe for high-skilled roles. Yet any company that wants to succeed is automating, digitizing, and utilizing advanced technologies such as robotics, additive manufacturing, and predictive analytics. These advanced programs automate low-skill jobs and increase the need for high-skill resources. Do you have the talent?

Where Has the Talent Gone?

So where has the talent gone?

• Baby Boomers shrinking: Baby boomers are retired or retiring at a quick pace, and the generation is shrinking. As the largest generation in history (although recently surpassed by the Millennial Generation), the brain drain is extreme. Although many clients do not fully appreciate the issue until it is too late, the experience and dedication that is retiring is extreme.
• Gen X Stretched: The generation following the Baby Boomers (Gen X) is no where near as large, and the pandemic seems to have spurred folks into early retirement or a change of career. The remaining leaders are simply swamped and running around like chickens with their head cut off – and extremely frustrated unless appreciated.
• Work life balance has shifted: The 24/7 days that were common for decades are no longer common or desired. Although it is no longer common, the expected results and profit growth has not changed. Thus, there is a quandry.
• Increased Demand: As advanced technologies are utilized, the demand for high-skilled talent increases.
• Shortage of technical talent: Technical colleges and apprenticeships have not kept up with demand.
• Lack of training & education: We haven’t invested like we should have in training, education, and mentoring. It was “easy” for many years to simply hire the talent needed. Now we must build it.

Client Examples

Unfortunately, there are countless client examples we could provide on the lack of talent as it is a widespread problem. A widespread and surprising issue that has arisen recently across multiple industries, client sizes, and geographies is the lack of fundamentals. For example, two of our best clients have expressed frustration that such a bedrock topic such as inventory accuracy is requiring consulting support. Although it is certainly not rocket science and shouldn’t require a supply chain consultant to figure out, it continues to create consulting project bottlenecks.

Thus, both clients ended up needing support to roll out transactional process disciplines to improve customer service and meet audit requirements. From our project perspective, we could not build a house on a faulty foundation, and so we had to start by shoring up the base. We supplemented internal talent by collaborating across functions, figuring out how to best utilize the ERP system to support business processes, documenting processes and rolling out process disciplines while integrating with the daily routine, developing metrics, and providing training and education. Once we had a sustainable process in place, we upgraded business processes with advanced processes such as SIOP (Sales Inventory Operations Planning) and ERP and technological improvements such as business intelligence and predictive analytics.

In two other client examples, base process disciplines such as date changes were not occurring. Unfortunately, when fundamentals such as updating sales order dates and work order dates are not occurring, manufacturing, purchasing, shipping, and the rest of the organization can become disjoined and chaotic. In one client, the client incurred 800 hours of changeover time because no one could determine the schedule, and the sales team required that the schedule change back and forth to satisfy customers. Thus, we works hand-in-hand with the production site to roll out a production schedule and brought past due down to close to zero and doubled schedule adherence.

In another client, the planning team received hundreds of emails a day from Sales on orders yet didn’t have clarity on date expectations from the customer or from Purchasing as to when materials would be available. Something had to change! Clearly, the situation caused unnecessary chaos. Thus, we worked with the client to upgrade process disciplines, define the use of date fields and timing of transactions, and roll out training, education and metrics across the board. Email traffic went down and customer service went up rapidly.

The Bottom Line

There is a lack of talent. No matter where in the world we ask, thus far, we’ve received the answer that there simply isn’t enough talent. The leaders that take control and attract, retain, and develop talent will thrive and have more opportunities than ever before. The countries with proactive leaders who find creative solutions to this talent shortage will lead the rest. Where will you stand?

If you are interested in reading more on this topic:
Lost Revenue Due to Lack of Resources: How to Attract People to Your Company

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As originally published in Cision PR Newswire on May 9, 2023

CLAREMONT, Calif., May 9, 2023 /PRNewswire/ — Manufacturing and Supply Chain Expert Lisa Anderson, MBA, CSCP, CLTD, known as the Strongest Link in Your Supply Chain® and President of LMA Consulting Group Inc., has published a Special Report – The Road Ahead: Business, Supply Chain & The World Order. LMA Consulting Group works with manufacturers and distributors on strategy and end-to-end supply chain transformation to maximize the customer experience and enable profitable, scalable, dramatic business growth.

“While the visible signs of supply chain chaos have dissipated, business volatility and disruptions remain high. With the world order in a state of flux, risk is high. Yet because everything is interconnected, companies have an opportunity to stay ahead of their ideal customers’ needs. They can do this by reconfiguring their supply chains, leveraging technology and attracting and continually developing talent to leapfrog their competitors to secure a lead position in their marketplace,” commented Lisa Anderson.

The Road Ahead: Business, Supply Chain & The World Order is a special report that captures comments from trusted advisors and experts from various disciplines about what their most successful clients are doing and what companies should do to take advantage of opportunities in 2023 and beyond. “In talking with my colleagues, it became apparent that the same challenges, issues and opportunities resonate among business disciplines. Each discipline requires attention. Making required changes is not for the faint of heart. The opportunity in front of companies today is the greatest since the Great Depression,” she said.  

From cybersecurity, logistics, insurance and talent acquisition to nearshoring, reshoring and friendshoring, the tasks are many, but the opportunity is significant. “The only question will be whether your company is ready to take advantage of the opportunities to grow profitably or if you’ll struggle for survival. I hope that our Special Report sheds light on these opportunities,” she concluded.

Ms. Anderson also recently released: SIOP (Sales Inventory Operations Planning): Creating Predictable Revenue and EBITDA Growth to help organizations understand the value of a proven process.  The book is complimentary on the LMA Website. It can also be found on Amazon digitally and on-demand print at:  SIOP at amazon.com and on iTunes: Apple. Ms. Anderson also provides supply chain updates through Supply Chain Chats, a series of short videos that address current topics, issues and challenges related to supply chains.

About LMA Consulting Group – Lisa Anderson, MBA, CSCP, CLTD
Lisa Anderson is the founder and president of LMA Consulting Group, Inc., specializing in manufacturing strategy and end-to-end supply chain transformation. She focuses on maximizing the customer experience and enabling profitable, scalable, dramatic business growth. Ms. Anderson is a recognized Supply Chain thought leader by SelectHub, named a Top 40 B2B Tech Influencer by arketi group, a Top 16 ERP Expert to Follow by Washington-Frank, in the Top 10 Women in Supply Chain by Warner PR, in the top 55 Supply Chain & Logistics Experts by flexport, and a woman leader in Supply Chain by RateLinx. She has been interviewed by Fox News, published the special report: Thriving in 2022: Learning from Supply Chain Chaos – Insights from 22 Trusted Advisors and the eBook, Future-Proofing Manufacturing & the Supply Chain Post COVID-19, Her primer, I’ve Been Thinking, provides strategies for creating bold customer promises and profits. An expert on the SIOP process (Sales, Inventory Operations Planning), advancing innovation, and making the supply chain resilient, Ms. Anderson is regularly interviewed and quoted by publications such as Industry Week, Bloomberg, and The Wall Street Journal. For information, sign up for her Profit Through People® Newsletter or for a copy of her book, visit LMA-ConsultingGroup.com. 

Media Contact
Kathleen McEntee
Kathleen McEntee & Associates, Ltd.
760-262-4080
358715@email4pr.com 

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What is clear is that VUCA (volatility, uncertainty, complexity, ambiguity) is continuing in the forefront and will continue to be our “new normal”. As I recently debated with the Wall Street Journal, we are in an era of non-stop disruptions. Look no further than the escalating war of Russia and Ukraine (with Russia making even more money to fund the war with the higher prices of oil and their increased sales to China and India), China sending spy balloons over US critical infrastructure while Zero-COVID policies disrupted supply during 2022, weather events, strikes, bloated inventories, and much more. The bottom is that if you don’t take control of your manufacturing, you will be at the mercy of these non-stop disruptions.

Ways to Take Control of Your Manufacturing

The good news is that there are many ways to take control of your manufacturing. The key is to stop leaving your ability to fulfill customer demands to chance. If you do, you will continue to be deterred, delayed, and derailed in servicing your customers and have no hope in taking advantage of opportunities as they arise.

Let’s look at a few good options:

• Domestic manufacturing/ reshoring: Expand domestic operations and/or move your operations back to where they came from (assuming your customers are there as well). This is the ultimate in taking control by fully taking control of your manufacturing process. There are several U.S. companies’ reshoring. For example, I was recently quoted in Sports Business Journal about Daktronics on their domestic sourcing strategy. Several big companies like Tesla, Intel, and others are investing in domestic manufacturing whereas mid-market companies are as well but are less likely to promote these moves until complete.
• Nearshoring/ Friendly shoring: Expand your sourcing to nearby countries (to your customer base), and, most importantly, ensure you expand and/or move to countries with friendly relations to the U.S., Europe, and other allies. If you move supply and get turned off at the next disruption, you have wasted an enormous amount of money and given intellectual property and capabilities to unfriendly nations.
• Backup sources of supply: If you cannot quickly reallocate your manufacturing capabilities, it must be a critical priority to develop backup sources of supply. Even if you have control of your manufacturing, you should develop backup sources of supply. The next decade will not be for the faint of heart, but it will be full of opportunities for those who are proactive and forward-looking.
• Build partnerships with regional/ local suppliers: Instead of taking full control of your manufacturing operations, you can source regional/ local supply partners. For example, a client has greater sales opportunities than their existing facilities can supply, and so they are proactively qualifying suppliers and offloading volume to regional manufacturers.
• Outsource a portion of your manufacturing process: Instead of fully outsourcing a product or group of products, you might have an opportunity to outsource a manufacturing operation. For example, a client is outsourcing machine shop work and completing the remaining operations steps in-house. Similarly, they outsource the weld process to a different group of suppliers for certain products. These actions allow them to fulfill their sales volume with high service levels while maintaining control of service and quality to the customer.
• Leveraging technology like 3D printing: For certain types of products, companies are using 3D printing/ additive manufacturing to rapidly produce close to customers and/or next step manufacturing operations.

Priorities to Keep in Mind

As you reevaluate your manufacturing footprint, you should be keeping several priorities in mind:

• Raw material supply: It might be obvious, but as you move or reallocate manufacturing operations, it is important to consider your raw material, component, and ingredients supply base.
• Transportation infrastructure: If anything has become clear since the pandemic, it is that container shipping, trucking, rail, air and last mile delivery must be in sync with the end-to-end supply chain. Otherwise, nothing else will matter as your customer will not receive their product.
• Distribution network: Similarly, to transportation infrastructure, as you reallocate manufacturing capacity, consider impacts and requirements for your distribution network. Is your distribution network flexible?
• Technology: There is no way to succeed if your technology infrastructure is not supporting your end-to-end supply chain visibility and performance. Is your ERP system agile? Do you have business intelligence, dashboards, and reporting? Are you connected to supply chain partners with EDI, Blockchain, etc.? Are you automating as you expand domestic capacity?
• Talent: Certainly, there is no chance for success without the manufacturing and supply chain talent to execute these changes. Have you reallocated responsibilities? Expanded capabilities? Provided training? Supported in-house resources with supply chain consultants, trusted advisors, etc.?
• Capital & cash: Do you have access to capex (capital expenditures) and the working capital to fund whatever actions you need to take? It isn’t free to take control of manufacturing. There will be investments and cash required to support long-term success.
• SIOP / S&OP: Smart executives are rolling out Sales, Inventory & Operations Planning programs to get in front of customer demand, how they will fulfill that demand (reallocating manufacturing capacity, make vs. buy), and whether they should make changes to their pricing, supply chain footprint, cost reduction programs and other execution plans.

Please contact us with stories, issues, and opportunities on what you’re doing to take control of your manufacturing. And please keep us in the loop of your situation and how we can help your organization get in a position to thrive for years to come. Learn more about these topics in our blog and download your complimentary copy of our eBooks including our new release, SIOP (Sales Inventory Operations Planning): Creating Predictable Revenue and EBITDA Success.

The post Take Control of Your Manufacturing to Wrestle Volatility to the Ground appeared first on LMA-Consulting Group, a supply chain consulting firm.

Should you be rethinking your supply chain strategy? Absolutely! There is so much volatility going on in the world that you must reevaluate your supply chain.

• Should you expand your supplier base? Yes, think about diversifying geographically, ensuring backup sources of supply, reevaluate if you have enough support in friendly countries.
• Should you reshore, nearshore, friendly-shore, and produce “for the region in the region?” – Yes, in most situations, positioning close to customers in regional clusters is the name of the game to service customers and proactively position your company for success.
• Should you move suppliers? Yes, in many situations, you must reevaluate whether your suppliers will meet your needs and your customers’ needs.
• Should you advance your use of technology? Yes, there is no doubt that only those companies investing in the appropriate technology to better serve customers’ needs, improve efficiencies, and innovating will thrive.
• Should you utilize big data/ business intelligence? Yes, sifting through the overload of data to what is meaningful, incorporating it into your strategy and taking action is key.
• Should you reevaluate your inventory strategy? Yes, this should be a continual review process. Cash will be critical as we navigate inflation, recession, disruption and more.
• Should you build capacity? Yes, there will be vast opportunity to expand market share as owners retire, companies merge, firms struggle, and those that have built flexible capacity will be able to ramp up rapidly and grow.
• Should you focus on energy? Yes, energy powers the supply chain.
• Should you focus on talent? Yes, there is no doubt only the companies with talent will be thinking ahead and ready to take advantage of the opportunities.
• Should you evaluate site selection & network optimization? Yes, there are significant changes occurring and your supply chain needs to get in front of them. Why not be the disrupter? It is no longer sufficient to be resilient as changes occur.
• Should you utilize a SIOP process? Yes, assuming you’d like to stay ahead of the curve with changing conditions and leapfrog your competition, you must rollout a SIOP process to align supply and demand and constantly engage your team with an operational rhythm.

Who Should You Engage?

The supply chain is a system of systems. You are only as strong as your weakest link.

• Your core suppliers and the next few tiers of core suppliers:  Do you know who is in your end-to-end supply chain? Find out!
• Your go-forward customers: Don’t model your supply chain after a large volume customer you are losing money with on a consistent basis. Find your target customers.
• Your internal team: Involve key people in delivering a superior customer experience.
• Your colleagues: Collaborate with Finance, Sales and other key functions. Gain their input.
• Your technology partners: Utilizing the appropriate technologies will be critical, and so you need the “A” team to devise a path forward.
• Your trusted advisors: No client has the resources to accomplish objectives quickly enough. Leverage your trusted advisors (consultants, attorneys, CPAs, commercial bankers etc.). If you would like a referral, contact me.

What’s Next?

Perform a quick assessment so that you know which moves will drive the most value for your customers and your business, engage your teams and TAKE ACTION. The next few years will not be for the faint of heart. Take control of your future.

Please keep us in the loop of your situation and how we can help your organization thrive during these times of volatility and disruption. There will be more winners created than at any other time than since emerging from the Great Depression. To gain additional ideas and insights on how to best navigate these volatile times and thrive, read our new eBook Thriving in 2022. Learning from Supply Chain Chaos. Download your complimentary copy.

The post Are You Rethinking Your Supply Chain Strategy? appeared first on LMA-Consulting Group, a supply chain consulting firm.

Manufacturing and supply chain expert Lisa Anderson, MBA, CSCP, CLTD, President of LMA Consulting Group Inc., has released a special report, “Thriving in 2022: Learning from Supply Chain Chaos. We learned a lot in 2021. One thing is for certain; supply chain volatility isn’t going away any time soon.

Manufacturing and supply chain expert Lisa Anderson, MBA, CSCP, CLTD, President of LMA Consulting Group Inc., has released a special report, “Thriving in 2022: Learning from Supply Chain Chaos.” This special report includes supply chain insights and perspectives from Anderson, and 22 advisor experts who have walked side-by-side with clients during their supply chain upheavals. LMA Consulting Group works with manufacturers and distributors on strategy and end-to-end supply chain transformation to maximize the customer experience and enable profitable, scalable, dramatic business growth.

“Manufacturers and distributors struggled in 2020 and 2021 with supply chain disruptions. Supply chain risks were exposed and aggravated as our clients experienced extended lead times, stock-outs, and increased levels of demand and supply volatility. We learned a lot in 2021. One thing is for certain, supply chain volatility isn’t going away any time soon. So, it’s imperative manufacturers and distributors learn from 2021 and include the supply chain in strategic discussions and plans,” Anderson says.

Click here for the full story.

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Manufacturing and Supply Chain Expert, Lisa Anderson, MBA, CSCP, CLTD, president of LMA Consulting Group Inc., will talk about the current state of the supply chain, and more importantly, what executives should be doing to survive – and thrive – during these volatile times.

If you missed the live event, tune in now to hear from Lisa Anderson, founder and president of LMA Consulting Group Inc. The end-to-end supply chain challenges are exacerbated with the great resignation of people. Unfortunately, these issues are not going away anytime soon. Lisa talks about the current state of the supply chain, and more importantly, what executives should be doing to survive – and thrive – during these volatile times.

Click here for the full story.

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The post Talent in the Supply Chain appeared first on LMA-Consulting Group, a supply chain consulting firm.

The War for Talent

Many circumstances have added up to create a massive war for talent. As I wrote in Brushware magazine, the skills gap is getting worse by the day. According to the Bureau of Labor Statistics, 4.3 million Americans quit their jobs in August which is a record-breaking month following additional record-breaking months.

Several of the reasons that pop to mind include:

• Baby boomers are retiring even faster than planned pre-pandemic
• Employees have decided to retire early after reevaluating life
• The pandemic forced people to reevaluate their career, and they are refocusing on jobs they perceive to have more meaning
• Parents had to stay home with their children and have decided their kids need more attention and/or they prefer to focus additional attention at home
• Employees have to focus additional attention on aging parents and need more flexibility than their job provides
• People got used to unemployment and have decided to pursue different avenues
• Employees don’t want to be forced to get the vaccine
• Employees are feeling comfortable to job hop and interested in more money
• And, the #1 reason people decide to leave is due to weak leadership/ bad boss.

As my colleague said recently, there is a war on talent, and the talent has won. So, the key question is what can you do about this problem?

Join Global Supply Chain Experts for a Panel Discussion

As part of the Society for the Advancement of Consulting, I participate with a special interest group of top-notch supply chain consultants from around the globe with expertise and clients from Europe to North America to the Pacific Rim. We support clients ranging from small and medium size closely held businesses to private equity backed companies to global enterprises and advise them on strategies to successfully navigate the changing global landscape.

We will talk about what we’re seeing across the globe as it relates to talent and labor shortages, and more importantly, we will discuss strategies to succeed during this war on talent.

Listen to our panel discussions here:

If you register, you will receive access to the archives as well.

What would you like to ask about talent in the supply chain? Feel free to contact us with your questions and input as well.

Did you like this article? Continue reading on this topic:
Talent, Talent, Talent

The post The War for Talent in the Supply Chain & Upcoming Webinar of Top Notch Global Consultants appeared first on LMA-Consulting Group, a supply chain consulting firm.

We are in peak season in a peak year. Capacity is limited across the board. From a supply chain perspective, there is extremely limited availability of containers, chassis, port resources, trucks, warehouses, etc. From a manufacturing perspective, it isn’t much better as materials, supplies, people and more are in limited supply. Business models are changing rapidly, and supply chain disruptions are already changing supply chains. Only the most innovative, proactive, agile, quick and long-term relationship focused are thriving – with a whole lot of effort!

According to the Journal of Commerce, Peter Sand, chief shipping analyst at BIMCO, said that some in the industry do not expect relief until Chinese New Year in 2023. In our view, we are in this for the long haul. Don’t count on ANY end date. We are entering a new era. Are you prepared for succeeding in this new era?

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