How to Survive and Thrive in Inflation and Recession Times

TBM’s CEO, John Ferguson, EVP, Dan Sullivan and practice leaders, Ken Koenemann and Shannon Gabriel, talk about how manufacturing companies can drive performance amid high inflation, a potential recession, continued supply chain disruption and tight labor market.

John Ferguson, former Chief Executive Officer, TBM Consulting Group

John talks about what how inflation can impact operations and production planning and what companies should be doing in the short term to find efficiencies in operations and reduce costs.

Shannon Gabriel, Managing Director of Leadership Solutions, TBM Consulting Group

Shannon shares her perspective on the labor market over the next 6-12 months amid inflation and potential recession and how manufacturers should address the rising costs of employment and talent shortage.

Dan Sullivan, Executive Vice President, TBM Consulting Group

While high inflation will drive down demand and allow supply to catch up, companies will need to shift to a more competitive mind-set to win in this environment. This means improving lead times and consistently meeting service promises compared to the competition. Dan Sullivan explains how traditional operational excellence practices is the smartest, fastest, and most efficient way to win.

Frequently Asked Questions

Why do inflationary and recessionary environments require a different operational approach?

The video explains that inflationary and recessionary environments expose weaknesses in execution that are often masked during stable growth periods. Rising costs, demand uncertainty, and margin pressure reduce the margin for error, making reactive decision‑making unsustainable. Organizations must shift from relying on forecasts and budgets to actively managing execution, productivity, and cost control on a daily basis.

What mistakes do companies commonly make during inflationary or recessionary periods?

A common mistake is relying solely on broad cost cutting or delayed decisions rather than improving how the business operates. The video highlights that across‑the‑board cuts can weaken capability, damage morale, and limit recovery. Companies that fail to strengthen execution discipline often find themselves reacting too late, compounding financial pressure instead of stabilizing performance.

How can manufacturers not only survive but thrive in these conditions?

Manufacturers can thrive by focusing on controllable operational levers such as productivity, execution discipline, and management systems. The video emphasizes improving visibility into performance, tightening decision cycles, and reinforcing accountability at every level. Organizations that manage execution daily are better positioned to absorb cost pressure, protect margins, and emerge stronger as conditions improve.