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Making concrete decisions: Stevenson Group CEO Mark Franklin

Divina Paredes | May 2, 2014
Franklin shares insights from his varied experience as executive of companies on the supply and demand side of business and IT to lead the mining, concrete, engineering and agriculture group

How could Google Glass change the way we do stuff? What if you have got a watch where you can push a button and it tells you something that you might need to know? Even it could tell you something you don't need to know but would be nice to know at any time.

Those things sometimes don't cost much money. They might be very different, or disruptive. It is like crossing a chasm, you go through disruptive technology. Some of it is not toys, but could actually be interesting. How do we implement it and how do we transition from the way we do things now to use some of that stuff?

The things that made the biggest difference are the things that you do at the site. A lot of times you are in the head office, you are dealing with an ERP system, a dashboard in front of you.

If you go onsite, there are people doing very, very important basic jobs like trucks going over weigh bridges. That is all about how much product is going, how do we account for these products, how do we invoice things?

You go onsite, there are people doing very, very important basic jobs like trucks going over weigh bridges. The new weigh bridge system is more modern, with touch screens and improved throughput of trucks. It also improved management and customer information. That is all about how much product is going, how do we account for these products, how do we invoice things?

If you implement systems that make it easier for people, you can see their eyes and they say, 'This is so much better than what we have been used to.'That is really important.

 

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