The energy was high, brands were engaging and crowds were enthusiastic at this year’s Kitchen & Bath Industry Show (KBIS). More than 90,000 design and construction professionals canvassed the Las Vegas Convention Center, January 21-23, 2020. Along with 600 exhibitors and nearly 500 members of the media, the energized crowd reinforced the positive sentiment around the residential design and construction industries. The combined forces of the National Kitchen & Bath Association (NKBA) and the National Association of Home Builders (NAHB) continued their partnership as the founders of Design & Construction Week (DCW). Together, the shows featured more than 2,000 exhibitors, occupying one million square feet of exhibit space. The blended KBIS and International Builders’ Show (IBS) floor experience continues to foster increased crossover traffic as custom builders, remodelers and project builders discover new product options with KBIS exhibitors and vice versa. This success is a testament to the dedication of the industry and the shared vision of these associations.
A strong Winter Las Vegas Market, fueled by robust traffic and order writing gains, opened the furniture industry’s first market of the new decade and ended the gift and home industry’s busy January schedule on a high note. Not to mention the high excitement around two IMC initiatives: the soon- to-be-completed Expo at World Market Center, and the recently announced launch of a new digital platform for the industry. “Las Vegas Market has hit its stride,” said Bob Maricich, IMC’s CEO. “The excitement and buoyancy felt throughout the week cemented our position as the premier market venue for the West. The gift, home décor and furniture industries rely on Las Vegas Market for discovery of new products and innovations to build their businesses. News of IMC’s continued investment in our physical and digital markets created excitement that will carry throughout the year.”
By Siobhan McHale
Creating a Workplace that Delivers, Grows, and Adapts
Many leaders and managers struggle to get a handle on what culture actually is, and its impact in the organization. Some try to change the culture by publishing a values statement, only to find that no meaningful change happens, aside from short-term lip service. Others try to unify the culture around a set of shared goals that satisfy the shareholders but backfire as stressed employees throw up their hands because “leadership just doesn’t get it.”
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About The Author
Siobhan McHale has been on the inside as executive in charge of culture change at a series of large multinational organizations. A notable “inside job” was a radical seven-year change initiative at the Australia and New Zealand Banking Group Limited (ANZ) Bank that transformed it from the country’s lowest-performing bank to one of the highest-performing and most admired banks in the world. Professor John Kotter used her work with ANZ as a Harvard Business School case study designed to teach MBA students about managing change.