Archives For Value Creation

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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Being a great leader is more than just a title – it is hard work.  It requires unprecedented levels of innovation and a commitment to the organization and its constituents, as well as the ability to continually inspire and motivate others to succeed. One key way to achieve ongoing innovation and sustainable results is through the creation of an execution culture.

You, as a leader, have an opportunity to accelerate progress in your organization through the deployment of Rapid Result Initiatives (RRI’s), which can be used to:

  • Increase current performance
  • Strengthen collaboration
  • Facilitate innovation
  • Demonstrate success in the process of executing your long term vision and mission

RRI’s are small, high-leverage, short-term projects that generate immediate impact and measurable results, while tapping into hidden capacity and building momentum to drive large-scale change – usually in 100 days or less. Continue Reading…

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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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Welcome back to Leadership Across Boundaries & Borders!  I can be reasonably sure, most of you would tell me that you are efficiently managing your resources – cutting costs, increasing productivity, etc.  – all good and honorable duties respectable leaders are expected to perform. However, For the next several weeks I will be discussing resource maximization of a specific type – Human Resources… People Potential – and your ability to leverage your resources across the organization and across the globe for all-encompassing  corporate and interpersonal success.

 

Many of us like to believe that, with a good plan, we can direct an action, change a process, standardize the business, etc., but if that is all you are focused on, your likely percentage of success is very low.  The reality of any business situation is that you need people to DO something in order for your plan/action/change/etc. to succeed.  How, in a globally dispersed environment, you inspire employees to bring their talents, initiative, imagination, and passion to work every day is the very delineation between success and failure.  It may seem like a lofty concept, but it is absolutely essential to your long-term success – first and foremost, never forget PEOPLE are absolutely essential to your success. Continue Reading…

This past week, I found myself in Kings Canyon and Sequoia National Park. I went with the idea that I would relax and enjoy the long holiday weekend… and I did. However, as I observed a forest with both old and new growth, I also could not help notice the trees ravaged by sickness and fire. I found myself thinking about what the forest has to teach us about business…

The forest is a global entity made up of individual components with very different characteristics, yet at the same time each component is dependent upon the other.  In business, the term “Think Global/Act Local” was originally based on the idea of customizing standardized products and services for regional consumption in accordance with the local language, currency, culture and regulatory climate. The challenge arose as we lost sight of our interdependence as a global entity. Not surprisingly, localization encourages each country of operation to develop its own customized solutions and operational procedures. This results in data silos around the world and companies operating with huge information blind spots across the spectrum – the forest can not thrive as it should. It can take weeks, even months, to collect, reconcile, translate and analyze regional performance – much less consolidate a global view of the corporate picture. As I looked around and considered this, it occurred to me that if global is seeing the forest, then local is tending the trees. With only a view of the forest as a whole, it is possible to overlook the trees that need attention. Up close, it is easy to focus on the detailed care of each tree, but lose sight of its contribution to the overall forest. Balancing both viewpoints is critical to keeping the trees in the forest healthy. Global corporations are like a forest – a sum of its parts – consistent, meaningful and effective local practices must contribute to the success of the whole. Continue Reading…