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Comments (2)
I have been through three of these cycles at Nordson, and the script is always the same. They roll out the NBS terminology to sound sophisticated while they shuffle people around on a spreadsheet. It is never about optimizing processes; it is about justifying the bottom line to Wall Street. You see the same managers nodding along in meetings, pretending that 'continuous improvement' doesn't mean losing your cubicle neighbor every eighteen months. It is exhausting to watch, and frankly, I stopped believing in the mission statements a long time ago.
You hit the nail on the head. NBS is essentially just a corporate filter used to make headcount reductions feel like a calculated strategy rather than a reactive measure. It allows leadership to hide behind metrics and 'efficiency' when they are really just scrambling to protect margins. It is frustrating because there is actual talent here being wasted while we jump through hoops to satisfy a system that doesn't care if we leave. Innovation has taken a backseat to constant cost-cutting maneuvers, and it shows in the morale across the entire floor.