Home' MHD Supply Chain Solutions : MHD Nov-Dec 2015 Contents With over 100,000 designees, the APICS Certified in Production and Inventory
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improve how a supply chain executes to meet
customer needs, providing faster and more
detailed visibility that can change how it is con-
trolled. Industrial companies are deriving value
today in more detailed tracking of the location
and environment for sensitive products, as well
as tracking the performance of parts so that
preventative maintenance can be performed
prior to failure.
Once a product is connected to the internet,
some business model change is almost always
bound to follow, which means that the supply
chain must change as well. But there are
impediments to change. CEO cite talent, skills,
labour constraints and cultural inertia as their
top impediments to strategic business change.
To stay competitive in volatile times, organ-
isations must hone their change competency.
Supply chain executives need the ability to not
only harvest the collective knowledge embedded
deep within their organisations, but also to
detect changes more quickly and seize them
more adeptly than the competition.
Emphasis on organisational liquidity
Organisational liquidity provides the dexterity
needed to successfully navigate a business
environment that is filled with potential opportu-
nities --- in other words, an environment that is
increasingly connected and changeable. It also
engages employees within the company and
across the value network to harness the power
of their collective intelligence.
Rather than a traditional project-based change
management approach, organisational liquidity
creates a change-aware culture that enables the
organisation to detect subtle shifts and continu-
ously adapt. It focuses on empowering people to
address problems, and encourages an innovative
mindset and risk tasking. As digital business
pushes technology deeper into the supply chain,
the organisational responses and adaptability
must exist in the people dimension.
Supply chains that want to support business
growth need to become adept at organisa-
tional liquidity to engage the entire supply
chain value network in capitalising on the
opportunities presented by the shift to digital
business. Organisations will be empowered to
anticipate emerging change and respond to it
Goal clarity, role flexibility
Adding the ability to function as a liquid organ-
isation is not a project, rather a journey. It will
require leaders to let go of the hierarchical man-
agement style of the past, and to reinforce new
behaviours and models for interaction, linking
them to performance management.
The amount of pressure in a supply chain
competitive environment, criticality to a compa-
ny's business strategy, and leadership support
will set the pace at which a business can
successfully transition toward organisational
liquidity. Due to the increased pace and depth
of change prompted by the shift to digital
business, a strong supply chain change man-
agement foundation with an eye toward improv-
ing organisational liquidity is critical.
The complexity of large-scale transformation
efforts makes them prone to failure before they
can take hold. This is because they are multifac-
eted and require time, patience and persistence.
Organisational liquidity engages everyone in the
organisation. It requires goal clarity, role flexibility
and accountability. This instils the disciplines
needed to achieve transformation, but allows
them to happen from the bottom up, as well as
incrementally and organically.
Large-scale transformation will always be a
reality. With an enterprise-wide capability of
organisational liquidity, the risks of failure can
be greatly minimised. Rather than change being
an 'event', 'next' will become a way of life.
Fuelling competitive advantage
Competitive advantage is no longer defined by
technical agility. Organisational liquidity supports
the shift to digitalisation. It also provides the
dexterity that successful organisations need
to navigate an increasingly connected and
changeable landscape by engaging employees
and harnessing the power of their networks and
Jennifer Loveland is a research director
at Gartner focused on supply chain process
architecture and governance. She provides
insight to CSCO and supply chain leaders
on how to identify and prioritise required
capabilities, translate a vision into a
repeatable process and continually improve.
For more information visit www.gartner.com/
SUPPLY CHAIN 49
"Large-scale transformation will always be a reality.
With an enterprise-wide capability of organisational
liquidity, the risks of failure can be greatly minimised."
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