I've been surprised at the large number of high-level personnel changes in the news lately. The mainstream business news seems to take a gossipy approach to this: in recent weeks we've been treated to in-depth coverage of Robert Nardelli — now set to head the new Chrysler Corp., but late of Home Depot, where he accepted a $240-million compensation even though the company's stock value remained flat; and of Klaus Kleinfeld — introduced now as president and COO of the suddenly vulnerable Alcoa organization, but only recently departed as president and CEO from Siemens AG, where a complex bribery scandal continues to be investigated.

Much more interesting to me have been the new faces introduced at some of the metalcasting industry's biggest organizations: Asahi Tec, Citation Corp., Hayes Lemmerz, Intermet, and TK Waupaca.

There have been others, too, especially at the VP, SVP, and EVP levels.

In my observation the metalcasting industry maintains a very familial quality — one that's developed obviously from so many family-owned or closely-held organizations, but also because of the nature of the business: experience in production processes and operations management, and familiarity with the people and customs of the industry, have always delivered more value than the sort of financial expertise that is prized at large publicly traded companies. That sort of skill can always be acquired on an as-needed basis, but experience and familiarity are good indicators of trust and confidence.

And yet, all the forces of change at loose in metalcasting (indeed, in all manufacturing) are affecting how and what is valued in the people running these organizations. First, the nature of ownership is changed. Private-equity groups provide invaluable resources to organizations in the industry, but the people behind that equity want people they trust and understand running their businesses. Second, information technology has changed the understanding of personal skill and/or experience in many critical processes. Third, maybe ultimately the most important, with fewer familial or communal foundations from which to build, finding people who are able and willing to pursue a career in metalcasting has become a project, or even a mission. (On this last point, credit especially the Foundry Educational Foundation for its exemplary, and ongoing, achievements.)  

The rise and fall, success and failure of individuals is fascinating to us, and not always for good reasons. But the search for good people — people in whom we can place trust and build confidence — is perhaps the most important way we can have a positive impact on the world around us. It's not too much to hope everyone is faithful to that assignment. And we should keep a watch to be sure they are.