COVID-19 has exposed the fragility of the supply chain and the need to minimize risk. Mercury’s supply chain experts, Ash Hall and Ping Maltbie, discuss the risks associated with offshore management, ownership and manufacturing, and how Mercury is working to control supply integrity with more robust central sourcing strategies.
Now more than ever, we must address the entire ecosystem to build and sustain a robust and resilient domestic defense supply chain for decades to come—including investing in companies providing essential defense capabilities that are part of this chain and maintaining a globally competitive microelectronics industrial base in the U.S.
COVID-19 presented unique challenges when it came to deciding the appropriate time to begin telling our story to an external audience. When was it okay to start talking about business again? When would it not sound uncaring? We knew it was important to place people and purpose at the front as we took our early steps into post-COVID external messaging.
Data sharing across a global analytic community provides an understanding of how the Covid-19 virus spreads, a geographic understanding of the current infection densities, and its efficacy in helping end the pandemic spread of the virus.
As critical as navigating through crisis, you must also anticipate traversing into a new phase. Transitioning to your next normal can be a natural extension of your communication and messaging strategies during these unsettled times.
For companies like Mercury, a reduction in quality is never an option – even during a pandemic. We assure our customers and partners of our commitment to delivering the highest quality, which has always defined us.
The Quality Engineering group at Mercury always seeks to turn ideas into results for our customers, delivering trusted, secure mission-critical technologies as part of our commitment to Innovation That Matters®.
By flattening the decision-making process; altering the speed, mechanisms and cadence of conversation; operating with transparency in communications; and proving accountability, we have unlocked the trust of our team. And as we pivot and start to consider what the workplace looks like when we return, we must also consider how we will incorporate this new way of doing business as we move to the “next normal.”
The ability to target, flex, optimize, and scale. These are the four principles guiding the development of a new companywide operating system at Mercury after Covid-19. Join Ian Dunn, SVP of Sensor and Mission Processing and leader of the Mercury Return-to-the-Workplace taskforce, as he discusses the return to healthy facilities and employee wellness and prevention.
In the beginning, at the leadership level, our CEO began by pulling together and leading a cross-functional response team. We quickly defined four goals that would inspire our employees and guide our strategies: to protect the health, safety and livelihoods of our people; to continue to deliver on our commitments to customers and stakeholders; to […]
I was recently invited by John McHale, editorial director of Military Embedded Systems, to join him on his podcast, The McHale Report, and discuss some aspects of the defense industry’s response to the COVID-19 pandemic. As John points out, although defense-related businesses are deemed essential and allowed to operate during the COVID-19 pandemic, this doesn’t […]