Archives For Strategy

As you look forward, it is always helpful to look back and gain perspective. Today’s supply chain is more global, aligned and proactive than it was even just five years ago. Post COVID, we see even more supply chain challenges – yet from challenge comes opportunity. As developing strategies for mitigating the risk of supply chain interruption overtakes economizing, organizations will increasingly need to leverage strong supply chains while stringently considering the bottom line. That balance will drive the success (or failure) of SCM companies moving forward. Although technology and the digital supply chain is on the rise, without the comprehensive knowledge and collaboration of people across the supply chain, we will continue to struggle to find that critical balance.

Typically, even though organizations may be consolidating for cost management and scalability purposes, the walls of the individual functions, channels and regions have become even thicker. As a direct result, it is harder for you, as a leader, to build end-to-end supply chain functionality in an ever-changing global marketplace. It has become increasingly difficult to gain agreement on specific, customer focused initiatives or broader organizational change.

This is not a technology, process or policy problem – it is a people problem:

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I wrote recently of how it had occurred to me that it was absolutely critical for academia and business to come together for the greater good of global business and inter-culturism. Oddly enough, as I spoke recently on a global stage, my views were reinforced ten-fold.  As, on this particular occasion, I addressed a global audience of primarily academic and administrative attendees, it rapidly became apparent that they were not too accustomed to hearing from the business sector.  As I made my points and finished by commenting on the need for global business and academia to partner for the betterment of us all, I was greeted with applause and standing ovations. I thought to myself, “How remarkable – we all know we need to work together, yet the mention of actually doing so is a revelation.”

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Last week we discussed working across boundaries and implementing a systems approach. This week, I am continuing the theme with an expansion of what it means to work across boundaries and some suggestions to help you do so successfully.

Working across boundaries means many things to many people… It can mean:

… working across organizational lines

… working across supervisory or leadership levels

… working across functions

… working across corporate entities (partners, resellers, etc.)

…working across customer lines

… working across physical confines

… working across cultural differences

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Let’s talk about what it means to work Across Boundaries…. because the reality is that it can mean many things to many people.  In my world, working across boundaries is about lateral thinking… really comprehending that you are a single piece of a much larger puzzle and that your piece has a significant impact on the larger whole. It also means having the capacity to move across those boundaries to absorb knowledge from one context or discipline and apply it back into your area of expertise to create a free-flow of information – increasing your knowledge and the potential to “create a better mousetrap”. Think Leonardo DaVinci:

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Working across boundaries, more than anything else, means working together to solve problems that cannot be solved ~ or easily solved ~ by a single person, department or business unit.  It is critical that you, as a leader, consider (and learn from) the overall system and expect every person across every department to work together to figure out how to improve the overall experience for customers both internally and externally – the rest will naturally follow. The reality (whether you want to acknowledge it or not) is that you are part of a system… a network… an interconnected structure involving many people and multiple linkages.  Without each component part of the whole, there is little to offer the customer… or the market. Continue Reading…

Slide1Hello All.

I realize I have not written much over the past year due to increasing business demands, as well as making the recent decision to sell our business, Luminosity Global Consulting Group. Given my incredible expedition so far, I am so excited to see and experience what comes next…

Over eight years ago, we launched Luminosity Global with the idea that we would enable executives to move toward their impossible future, while optimizing their people, process and programs on a global scale. Approximately one year ago, we were fortunate enough to have a corporate entity approach us and offer to acquire The Global LABB, our proprietary leadership platform built for Luminosity clients. Now, another year has passed and once again, we have had an amazing offer to purchase our consulting group.

As a result, I am excited to explore new opportunities and potentially move back into corporate life. While I have absolutely loved conceptualizing and seeing Luminosity grow into an incredible entity of its own, this is an amazing opportunity to pursue a new path in my career – one that will enable me to make a lasting impact on people, process and programs from a very targeted perspective. I am so incredibly excited to move into the next phase of my professional life… to see what adventure lies ahead. I feel so fortunate to have had the remarkable experiences I have had, yet I can feel the pull to move toward my own impossible future!

To each of you – never be afraid to change direction in unexpected way and go forward in the expectation that you can always become an even better version of yourself – if you give yourself the opportunity to do so!

I will continue to blog, as time permits, as I truly enjoy sharing my thoughts and insights with each of you – as well as receiving your questions and comments. Please continue to reach out with any questions or comments you may have. You can always contact me through Leadership Across Boundaries and Borders, as well as at sheri@sherimackey.com and I will always respond in kind.

Best Regards,

Sheri

Successful Strategy

November 9, 2017 — Leave a comment

GlobalSolutions

I was in a meeting with a senior executive recently, when he shared his concern that the processes and approaches the company is using to develop the corporate strategy may not take the business forward as planned, but backward. As we discussed his challenges, there were some key gaps that the organization was likely to fall into that could easily be avoided with a strong planning process. So, here are a few of the more prominent reasons organizations fall into the strategic planning gap…How many of these are evident in your business?

Reason Number 1: Lack of leadership engagement

One important reason behind a company’s inability to create a visible and viable strategy is that, frequently, key senior leaders are not appropriately engaged in the development process. This frequently means that critical success factors are not considered, priorities are unclear, and incomplete strategies are developed. Leaders must immerse themselves in the process to understand how the gears of the business engage – how their domain aligns to and fits with the other critical pieces within the corporation.  Critical insights and knowledgeable contributions regarding all aspects of the business will provide the pivot point for the strategic planning process – key decisions emerge from a compilation and understanding of leader’s perspectives. Companies often believe that strategic plans can be developed in one or two day strategic planning sessions – this is simply not true. Strategic planning is a dedicated process that is developed over a period of time with all senior leaders engaged and participating – not to mention, an ongoing process that drives the ability to stay ahead of the competition.  Without a strong process for engaging leaders and formulating strategic plans as a unit, companies often end up with plans that are meaningless from a strategic point of view.

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