Trade knowledge / The Second Shift Model as a Global Community Builder
Date: 2016-10-10
The Second Shift Model as a Global Community Builder
Second Shift captures the dynamic, collaborative management model that essentially saved a U.S. manufacturing city - Lansing, Michigan. The "Second Shift Model" has now been codified in a book and a documentary.
When car-making giant General Motors decided to close its plant in Lansing, Michigan, in 1996, one person – the city’s newly elected mayor, David Hollister – stood up and said “no.” Hollister’s “no” began a five-year competitive, collaborative, strategically intricate process to keep GM in town.
The Backdrop:
Lansing has more than 100 year involvement with General Motors, a give and take between GM and the community, and a competitive dynamics in play in the Lansing and Michigan areas.
Not once in its century-long history had GM reversed a decision to close a plant. But Mayor David Hollister quietly went to work building the “Lansing Works! Keep GM!” movement and succeeded in defying all the odds.
The Framework:
Hollister’s collaborative problem-solving approach – the Second Shift Model – succeeded in bringing together state and regional politicians, economic developers, private sector firms, labor unions, educators, and residents of the region. Powerful, persuasive, and well organized, this coalition implemented a strategic, six-dimensional framework to achieve the seemingly impossible. The six dimensions have been illustrated in animated form and they are:
Identifying: Name the challenge and its impact
Partnering: Develop meaningful relationships
Building: Construct the strategy as you go
Solving: Engage in constant problem solving
Celebrating: Mark successful milestones
Persevering: Adapt and endure
The “Lansing Works! Keep GM!“ movement was a victory of people over bureaucracy, of a can-do attitude over cynicism—a story rarely told in today’s complex, technological, and often dehumanizing world of large business and out-of-control government. And the best part was that, in the end, both sides came away winners. It’s proof positive that when the public and private sectors work together as equal partners, amazing things can happen.
Tom Izzo, Head Basketball Coach at Michigan State University and 2016 Naismith Memorial Basketball Hall of Fame Inductee, highlighted the amazing things that happened with GM in the community: “Teamwork and rebounding win a lot of basketball games, and teamwork and rebounding helped Lansing save GM in town. Second Shift shows what true collaboration, a shared vision, and hard work can do for a community.”
Debbie Stabenow, Senior Senator from the state of Michigan echoes mayor Hollister’s tenacity and team approach: “Second Shift captures a truly unique and uplifting story of teamwork on a whole new level. It’s a tribute to General Motors, its workers and to leaders across the community who came together with a common purpose. Second Shift defines teamwork in a new way and is full of meaningful lessons for leaders and communities across our country.”
Lou Anna K. Simon, President, Michigan State University, captures this sentiment well: “No one can ever take what you have for granted, particularly in this very complex global marketplace. Decisions are often made by those who do not have personal knowledge of the community. Thus, every day we must continue to grow the value of our work to diverse stakeholders. Second Shift is an exceptional story of perseverance.”
The Result:
The city now has two of only 18 GM plants in the U.S. (and 2 of the 78 assembly plants worldwide). The economic benefits are in the billions of dollars (more than $3 billion just in plants), with direct and indirect employment affecting some 77,000 people in Michigan (around 7,000 GM employees and 70,000 people working for suppliers to the two Lansing-based GM plants).
The Second Shift Model is focused on driving win-win solutions with the problem-solving framework that kept GM in Lansing, Michigan. Ultimately, “true satisfaction has many stakeholders… the Second Shift Model provides a superb road map to get all stakeholders engaged,” said Claes Fornell, Founder of the American Customer Satisfaction Index and Chair of the Board of Directors of CFI Group Worldwide.
And, more than Lansing keeping GM, communities around the world can learn from the Second Shift Model to solve complex and dynamic problems of their own. Politics, competitive dynamics, and a “me first” attitude can be set aside by implementing the Second Shift Model.
When Hollister and colleague Ray Tadgerson started the “Lansing Works! Keep GM!” process, they said that: “Lansing is a great place to invest, live, work, recreate and raise a family.” This rings true more than ever! A 35-year, second-generation veteran of GM, born in Lansing, who has been at the Lansing Delta Township Assembly during the 10 years it has been open and, prior to that, 25 years at the Lansing Car Assembly: “Lansing needs GM and GM needs Lansing.”
About the Authors: David Hollister was mayor of Lansing, Michigan from 1994 to 2003. Ray Tadgerson is former CEO and president of architectural engineering firm C2AE. David Closs is Professor and McConnell Endowed Chair of Supply Chain Management at Michigan State University. And, Tomas Hult is Professor and Byington Endowed Chair of International Business at Michigan State University. They are the authors of Second Shift: The Inside Story of the Keep GM Movement. The story has also been made into a 54-minute documentary film.
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