It would be easy to assume that problems are just a part of life.
They don't need to be.
And eliminating them can be as simple as changing the subject.
It’s no secret I don’t run with the crowd. I’ve always danced to my own tune, and would say it's one of the
things that makes me a great problem-solver. I called it a day at my last corporate role at the end of 2022.
After years of being the one you call when things go pear-shaped, I wanted to help others be that person.
I work predominantly with manufacturing organisations to build resilience, critical thinking and problem-
solving skills as a buffer against the challenges of an uncertain world. I find the best way to do this is via
workshops and talks aimed at addressing very specific issues that impact on your problem-solving ability.
For the past 20 years I have solved problems for organisations in both the UK and Europe.
I have managed Quality and Continuous Improvement teams, led problem-solving projects through a multi-site business in the UK, France and Germany. I have trained 1000's of people in all aspects of manufacturing.
And throughout this time I have worked with one guiding principle in mind: the health of an organisation is, just as it is with our physical health, dependent on the lifestyle (or culture) it permits. If there is a problem, it is always because there is something being done, often unknown to everyone else, that is causing the issue.
If you have a problem you need help with, or want to turn your business into a problem-solving organisation, click the link below to set up a free, 20 minute discovery call to discuss anything you'd like help with.
The best way to deal with a crisis is to be ready for it before it arrives.
That means building a culture that sees problems as opportunities to learn and deals with them accordingly.
Many of us nailed our flags to the Continuous Improvement mast years ago. It offered to make us lean and
agile. However, time passed and the world changed. Applying Kaizen to current work conditions is akin to
polishing a car that won't start. It's not the fault of the concept. It works. Just not for what we want it to do.
Current circumstances require new thinking. It's no longer a question of 'if', but when.
The last few years have witnessed an increasingly grave issue that seems to be accelerating post-pandemic:
The disillusionment and exodus of the lowest tier of the workforce, leading to a loss of experience from the
shopfloor and, by extension, management. No amount of 5S will stem that tide. We need to build cohesion
among our teams which will, in turn, create a resilience that protects us in the future. Current circumstances
require novel thinking. A learning mindset. They need Problem Solvers and Innovators. I can help with that.
"Clark was a fantastic addition to Polyframe, he put in foundations as part of our journey which helped transform the behaviours of the team.
Clark’s honest approach with great leadership qualities really delivered. I would love to work with Clark in the future and would recommend him to any business"
M H, General Manager. Berry Global Ltd.