OSI Food Solutions has been providing meat and animal byproducts since 1909. A few decades later, the company established an international presence, reaching across the Americas, and to Europe and Asia from their small town home in Aurora, Illinois. They’ve established long relationships with notable businesses and charities like Ronald McDonald House Charities. With presences in 17 countries, in 65 facilities, it relies on a work force of 20,000 responding to a global demand for meat. As global markets demand more and newer products, OSI Food Solutions stays on top on consumer trends no matter the region. it’s how they continue to deliver what consumers want most.
This is only made possible thanks to local managers who take their experience in the region to cement the company’s foothold there. A three year expansion plan took the brand to new facilities in China, India, and even Australia, and expanded its poultry process in the US and Europe. It’s a process made simpler through collaboration. Dutch meat manufacturer, Baho Food, knows what Dutch consumers want and surrounding European markets. With tens of thousands of square feet, OSI Food Solutions acquired this company and built new installations in Europe and started Creative Foods Europe.
A similar approach led to the acquisition of a Philippine company which is now GenOSI. President and CEO of OSI Food Solutions, David McDonald, is looking for ways to sustain consistent growth. But it has to be done in a way that doesn’t compromise quality or shipping, and maintains their important relationships with businesses like McDonald’s. The plan for securing that growth and reputation is developing profiles to meet the specific needs of each business as though they were partners rather than simply consumers. That means maintaining the right volume and learning about consumer trends as they emerge, so they can serve customers what they won’t most before the competition. One such trend is sous vide,a method popular by OSI Food Solutions to keep proteins and vegetables consistent for every processed batch. It’s applied in processing plants to reduce water without compromising temperature, consistency, or quality of their products.
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He’s one of the longest-serving executive officers of a major privately-held business in the United States. President of OSI Group David McDonald’s first job out of college was with OSI. He has been with the firm for more than 30 years. He rose from an entry-level management position to become captain of the ship as well as COO. In a recent David McDonald OSI Group interview, he discussed some of the central philosophies and strategic tactics this American Midwest giant meat processor has adopted to propel the company into an international powerhouse. In particular, McDonald talked about how his company found success in China. He said that OSI understands the importance of “becoming local.”
“Despite the fact that we are a U.S.-based company, we understand the need to bring solutions to our local customers,” McDonald said. “Many of them are western international or multi-national customers. But it’s really about finding and seeking a solution that applies to each individual customer.” The David McDonald OSI Group approach to China centers around understanding the differences between a culture of the Far East as opposed to, say, western European models. But that also means one must stay “true your principles,” he said. “Food safety, customer quality — we don’t compromise,” McDonald added. “But it’s really understanding again the needs of the local customer and being patient to understand the business culture. Really listen first and try to apply a solution second.”
Another David McDonald OSI Group maxim is to, “go in thinking that you don’t already know all the answers.” He said that business cultures are different in different countries. Building relationships takes time. To build trust you must invest time and also be patient for trust to develop before you are allowed an opportunity to provide a solution. As for the learning curve of getting established in China, the David McDonald OSI Group starting point was always, “patience and building trust.” He said OSI has been in China 20 years. That has meant a huge amount of time visiting onsite and “investing time personally.” You try to understand from their perspective what they’re trying to do, he said.
Source of the article : https://gazetteday.com/2017/09/expansion-for-osi-group-continues-internationally/
Human resource is the most important resource a company has. It manages other resources and makes the thinking, developing, and execution of plans. When it comes to human management, the HR Team composition is also an important factor in the success of the company, according to Betterworks, which is a software for Continuous Performance Management. Betterworks released the result of their “Betterworks State of Continuous Performance Management Survey” and released three key findings.
The first finding revealed that people managers and HR professionals who are surveyed believe that HR is one of the tools that promote forward-thinking human capital management practices, as well as technology investments. Its second finding is that the makeup of the HR teams is very important and that a C-level leader should support the team and report directly to a CEO to affect change. And last but not least, a “culture of feedback” should be established between employees, managers, and C-level executives.
Betterworks CEO Doug Dennerline states that forward-thinking CEOs should understand the importance of continuously motivating and developing a company’s workforce. This step is crucial in achieving a competitive advantage against its competitors. To be able to do so, hiring strong HR leaders who report to them directly is very essential. The survey also recommends hiring a chief human resource officer or CHRO.
The Betterworks State of Continuous Performance Management Survey was conducted with Market Cube. Nearly 800 employees participated, and are from companies that have 500 or more employees. The respondents are divided into two groups: a group of HR specialists and a group of people managers which serves in non-HR roles. 43% of the respondents from the HR specialists group and 38% of the respondents from the people manager groups are at the director level or above.
Betterworks is a software in which is purposed to develop and activate the workforce for business growth. It aims to get rid of outdated, ineffective, and some universally loathed annual review processes with their Continuous Performance program.