It Could Happen to You

In-plant Did Everything Right

What could the in-plant have done differently to change this result? Stoddard has pondered this endlessly, and always gets the same answer: nothing. The print shops were well-publicized within the company, their systems and customer-centric business methods assured that many complex, important projects got done on time and under budget, they were problem-solvers, their biggest customers wrote letters of support—and still the in-plant's fate got taken out of their hands. Decision-makers moved in quickly with one purpose in mind: clear out the old and outsource.