ML Journal

IBM’s Marlon Gonzalez – a 2024 Manufacturing Leadership Awards Next Generation Leadership winner – shares how emerging leaders can prepare for whatever the future holds. 

Penelope Brown: Hey everybody. Welcome to this month’s Executive Dialogue. I am pleased to be joined by one of our fabulous next-generation leaders, Marlon Gonzalez, who is the supply chain professional team leader with IBM. If you were at Rethink this past June, you probably got an opportunity to see him speaking as part of our Next-Generation Leadership Panel, and that night he was honored at our Manufacturing Leadership Awards Gala. Marlon, thank you for being here with us today.

Marlon Gonzalez: Hi Penelope. I am very happy to be here and really honored to join this conversation with you and with all the audience. I am looking forward to sharing insights and discussing the exciting developments in our industry. Thank you so much for having me here.

PB: Well, let’s get into some of these questions here. In your LinkedIn profile one of the ways that you describe yourself is as an “AI ambassador.” How do you advocate for the use of AI and what are some of the main ways that you can see AI improving supply chains?

MG: As an AI ambassador, I advocate for artificial intelligence by promoting its transformative potential across industry especially in supply chain and manufacturing. I focus on educating peers, clients and partners about the practical application of AI such as automated repetitive tasks, improving decision making through predictive analytics, and optimizing supply chain operations.

Penelope, I truly believe that AI will improve supply chain and the manufacturing industry by enabling more real decision making and collaboration across different parts of the ecosystem for suppliers and customers. So, for example, in the near future—and maybe it’s happening right now—AI can predict demand more accurately by analyzing large data sets allowing business to adjust their production and inventory levels more effectively and it can also help to optimize logistics by analyzing routes, identifying ineffective transportation. The benefits will be very great, so I would like to say to our audience, “Embrace AI. Your company can build more resilient adaptive and customer-focused supply chains.”

“In the near future—and maybe it’s happening right now—AI can predict demand more accurately by analyzing large data sets allowing business to adjust their production and inventory levels more effectively.”

 

PB: It’s an exciting future indeed and we are looking forward to that. Let’s step back just a little bit here. You started your career with IBM as an intern in 2018 and then, not long after that, everything really went into chaos when the pandemic started. Facing such a huge challenge or such a huge crisis early in your career, how do you think that has shaped your thinking as you continue to move on through your career?

MG: Yeah, this scenario became a pivot moment in my life, pushing me to develop a mindset of resilience and adaptability. These threats not only helped me navigate the challenging time, but also fueled my personal and professional growth in ways I could not have imagined. And on the other side, I’d just say the pandemic highlighted the vulnerabilities with the supply chain from disruptions in logistic to shifts in consumer demand, and it’s underscored the importance of innovation and quick thinking. We were thrust into a situation where traditional methods of managing supply chains no longer worked and we had to innovate in real time, finding new ways to use technology, improve communication and ensure continuity. I invite to the audience to ask themselves two questions: what did you learn from the pandemic and how could you take advantage of an event of such magnitude if it occurs again?

PB: Well as they say, the smooth seas don’t make skilled sailors. I hope that you don’t face anything nearly as momentous for the rest of your career, but if something does come along, I think you’re going to have a skill set that maybe those of us who experienced many good years may not have, or a different way of thinking.

Let’s talk a little bit about your award nomination. Of course, you were one of our winners for our Next-Generation Leadership Award, and one of the things that really stood out on your nomination was how you have developed innovations that incorporate so many different tools and so many different methodologies. So, for example, things like design thinking and agile and project management and Lean Six Sigma. What encouraged you to develop all of those different types of skill sets?

MG: Early in my career I saw that no single methodology could address all challenges. For example, design thinking helped me understand customer pain points and foster creativity. Agile allowed for interactive development and flexibility in project management. Lean Six Sigma provided a data-driven approach to reducing waste. And traditional project management helped me in executing and delivering projects on time and within scope.

“We were thrust into a situation where traditional methods of managing supply chains no longer worked and we had to innovate in real time.”

 

 

I was particularly motivated by my work on large scale supply chain projects at IBM, where I need to combine various methodologies to achieve optimal results. Each tool brings something unique to that table. This interdisciplinary approach not only improves project outcomes, but also helped me grow as a leader, ensuring that I could drive innovation and continuous improvement across different areas.

My recommendation to the audience is to always keep learning. The work and the challenge are evolving very fast, so in this case we are talking about work methodologies, but there are also many new emerging technologies to master. And that’s without mentioning the soft skills that are skills that help us to connect with others in an effective way.

PB: Yes, speaking of emerging technologies and skills in particular, at the MLC we talk a lot about how manufacturers need to showcase those opportunities—those kinds of things that happen within careers and manufacturing, especially to digital talent in order to attract the kind of workforce that they need to really take advantage of digital transformation and take that to the next level. What do you think that manufacturers can do to raise their appeal to that digital and that data savvy group of talent?

MG: I am delighted that in the Rethink panel we discussed this topic and we have a little opportunity to talk a little bit more now because this topic not only opens the opportunity to manufacturers but also to all the professionals and students who are passionate about the implementation of disruptive technologies. And, in this case, no matter the generation.

Penelope, I think that to attract digital and data savvy talent, manufacturers need to position themselves as forward-thinking and technology-driven. Manufacturers should actively showcase how digital transformation is impacting their operation and the industry beside them. So highlighting real world examples of how technology is solving complex problems or improving in the manufacturing landscape. I am sure that with this, they can inspire potential candidates. And once you have that talent with you, one of the most effective ways to retain this talent is by creating a workplace culture that embraces innovation and continuous learning, offering professional development opportunities such as certification, training programs and mentorship. So everybody please remember these four words that are crucial for me: invest…in…the…future.

“This interdisciplinary approach not only improves project outcomes, but also helped me grow as a leader, ensuring that I could drive innovation and continuous improvement across different areas.”

 

PB: That’s a really great answer and a great way to think about it. You know something else that really sort of stood out from your award nomination was that you have engaged in so many ways with so many things within IBM, within your organization, and you know it was really apparent that your leadership was very impressed with your engagement and your willingness to take on all kinds of new challenge. How do you think that other young leaders, like you, can really work on influencing up to put themselves in a good position for career growth?

MG: Penelope, I believe that young leaders in manufacturing need to be proactive, strategic and demonstrate their value through action that aligns with that company goals. One of the most attractive ways to do this is by consistently taking initiative when challenges arise. Come with a solution. Come with an innovative idea that shows your strategic thinking and problem-solving skills. This demonstrates leadership and forward-thinking mindset.

Also, continuous learning and staying ahead of industry trends is a key. I believe that young leaders should embrace digital transformation, be updated about emerging technologies, and advocate for their education.

So by positioning themselves as both leader and learner, they can demonstrate to the management that they are not only ready for growth but also have the company mindset to move forward to the next level.

“Continuous learning and staying ahead of industry trends is a key…young leaders should embrace digital transformation, be updated about emerging technologies, and advocate for their education.”

 

And, finally, a very personal recommendation is to have an ideal and make that your North Star. For me, being a leader is about serving, and that will be the core of your ideal: how you serve in your community, in your city, in your country, in the society globally. And that’s why people will be inspired to join you or to find their own purpose.

Remember as we said in the Rethink panel, “great leaders create great leaders.” And if you’re asking me which one is my North Star, which one is my ideal? I would say that promote the development of individual and organization through the adoption of emerging technologies, implementing environmentally friendly solutions.

PB: Well, thank you for your time today, Marlon. I know that I’ve got some good ideas from you, so I think that what you’re saying is probably applicable to people at any level of their career. Again, congratulations on your win this past summer. You are an excellent example of an up-and-coming leader for the industry.

Thank you for your time today.

MG: No, thank you. Thank you so much for this opportunity to share my experience and insights on AI, supply chain, manufacturing and leadership. It’s been a pleasure discussing these topics with you and I hope our conversation inspires others in the industry to embrace innovation and continue to grow. Thank you and take care.

PB: Thank you.  M

Portions of this interview have been edited for clarity and length. 

About the Interviewer:

 

Penelope Brown is Senior Content Director for the NAM’s Manufacturing Leadership Council