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Paper on Supply Chain Management
Pages 6 (1506 words)
A manager executes a plan; a leader "resets" the execution contexts for the plan. I learned this lesson the hard way while leading a key project team for my employer, Accenture. The project was expected to account for almost 50% of 2007 revenues for Accenture.
Our conventional approach seemed to break down as we struggled with a series of unique processes and requirements. For supply chain management, an important function in any enterprise, I found not even one division that could act as a stakeholder to initiate the change in the organization. How to overcome this challenge It seemed impossible to change the culture, mindset, and management of a firm of this magnitude in such a short time. We had to go back to the drawing board to the rethink our approach. I needed to act fast, but without taking any drastic step that would disrupt the situation and jeopardize the progress of the project itself. I needed to "reset the execution context".
I realized that it was a large community of people with different backgrounds and I should be cautious about the impact of a major cultural change on these people. Keeping that in mind, I decided that instead of trying to sweep changes into divisions as a whole, we needed to take it from the grass root level upwards and take the people into our confidence. We analyzed the firm's processes further, drilling down to basic elements that could be benchmarked, and broke best practices into smaller solutions that could be executed quickly without major disruption. These small positive results created a confidence for the client in our team. ...
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