PLUS+ Login


To log into your PLUS+ Account, complete and submit the information below.

Not a PLUS+ subscriber already? Become one now.


For assistance with your PLUS+ subscription, contact customer service.

Premium access to exclusive online content,
companion digital editions, magazine issues and
email newsletters. Subscribe Now.



Become a PLUS+ subscriber and you'll get access to all Supply Chain Management Review premium content including:

  • Full Web Access. All feature articles, bonus reports and industry research through scmr.com.

  • 7 Magazine Issues per year of Supply Chain Management Review magazine.

  • Companion Digital Editions. Searchable replicas of each magazine issue. Read them in any web browser. Delivered by email faster than printed issues.

  • Digital Editions Archives. Every article, every chart and every table as it appeared in the magazine for all archive issues back to 2009.

  • Bonus email newsletters. Add convenient weekly and monthly email newsletters to your subscription to keep your finger on the pulse of the industry.

PLUS+ subscriptions start as low as $109/year*. Begin yours now.
That's less than $0.36 per day for access to information that you can use year-round to better manage your entire global supply chain.

For assistance with your PLUS+ subscription, contact customer service.

* Prices higher for subscriptions outside the USA.

You have been logged out of PLUS+

For assistance with your PLUS+ subscription, contact customer service

Need to access our premium PLUS+ Content?
Upgrade your subscription now.

Our records show that you are currently receiving a free subscription to Supply Chain Management Review magazine, or your subscription has expired. To access our premium content, you need to upgrade your subscription to our PLUS+ status.

To upgrade your subscription account, please contact customer service at:

Email: [email protected] Phone: 1-800-598-6067 (1-508-663-1500 x294 outside USA)

Become a PLUS+ subscriber and you'll get access to all Supply Chain Management Review premium content including:

  • Full Web Access. All feature articles, bonus reports and industry research through scmr.com.

  • 7 Magazine Issues per year of Supply Chain Management Review magazine.

  • Companion Digital Editions. Searchable replicas of each magazine issue. Read them in any web browser. Delivered by email faster than printed issues.

  • Digital Editions Archives. Every article, every chart and every table as it appeared in the magazine for all archive issues back to 2010.

  • Bonus email newsletters. Add convenient weekly and monthly email newsletters to your subscription to keep your finger on the pulse of the industry.

PLUS+ subscriptions start as low as $129/year*. Start yours now.
That's less than $0.36 per day for access to information that you can use year-round to better manage your entire global supply chain.

This content is available for PLUS+ subscribers.


Already a PLUS+ subscriber?
To begin or upgrade your subscription, Become a PLUS+ subscriber now.

For assistance with your PLUS+ subscription, contact customer service.

Sorry, but your login to PLUS+ has failed.


Please recheck your login information and resubmit below.



For assistance with your PLUS+ subscription, contact customer service.

Subscribe to our free, weekly email newsletter!


Change the Incentives, Engage the Whole Organization

By Andrew S. Winston
Andrew Winston is the founder of Winston Eco-Strategies and is the author of the bestselling book Green to Gold. The following piece was adapted from The Big Pivot: Radically Practical Strategies for a Hotter, Scarcer, and More Open World.
September 1, 2014

Culture is an amorphous idea, but it infuses every organization and deeply influences how people act and how they feel about their work. Andy Savitz, a consultant and an author, writes a lot about culture in Talent, Transformation, and the Triple Bottom Line. Savitz describes it this way:  “When employees say: ‘That’s just the way we do things around here,’ they are often describing the influence of culture. When they carry out some management dictates with enthusiasm, quietly ignore others, and actively resist or even sabotage still others, they are likely reflecting the values and assumptions of a corporate culture … that ‘feels right’ to them.” Culture, in his description, seems to be a “you know it when you feel it” kind of thing.

Savitz pointed me to a well-known model developed by Edgar Schein from MIT’s Sloan School of Management. The Schein model describes corporate culture in three categories, which Savitz paraphrases as follows:
What we do: The observable part of a company, its processes, and actions.
What we say: The explicit statements like “safety is our top priority.”
What we believe: The “underlying assumptions,” the “unconscious, taken for granted beliefs—the ultimate source of values and actions.”

This simple but powerful model captures some of what stands in the way of the Big Pivot. In most organizations, the goal of maximizing profits is clear on all three levels—it’s what’s done and rewarded, it’s what’s stated, and it’s what most execs believe. But when it comes to environmental or social performance, there’s a breakdown.

This complete article is available to subscribers only.
Click on Log In Now at the top of this article for full access.
Or, Start your PLUS+ subscription for instant access.

Not ready to subscribe, but need this article?
Buy the complete article now. Only $20.00. Instant PDF Download
.
Access the complete issue of Supply Chain Management Review magazine featuring
this article including every word, chart and table exactly as it appeared in the magazine.

Download Article PDF

Culture is an amorphous idea, but it infuses every organization and deeply influences how people act and how they feel about their work. Andy Savitz, a consultant and an author, writes a lot about culture in Talent, Transformation, and the Triple Bottom Line. Savitz describes it this way:  “When employees say: ‘That’s just the way we do things around here,’ they are often describing the influence of culture. When they carry out some management dictates with enthusiasm, quietly ignore others, and actively resist or even sabotage still others, they are likely reflecting the values and assumptions of a corporate culture … that ‘feels right’ to them.” Culture, in his description, seems to be a “you know it when you feel it” kind of thing.

Savitz pointed me to a well-known model developed by Edgar Schein from MIT’s Sloan School of Management. The Schein model describes corporate culture in three categories, which Savitz paraphrases as follows:
What we do: The observable part of a company, its processes, and actions.
What we say: The explicit statements like “safety is our top priority.”
What we believe: The “underlying assumptions,” the “unconscious, taken for granted beliefs—the ultimate source of values and actions.”

This simple but powerful model captures some of what stands in the way of the Big Pivot. In most organizations, the goal of maximizing profits is clear on all three levels—it’s what’s done and rewarded, it’s what’s stated, and it’s what most execs believe. But when it comes to environmental or social performance, there’s a breakdown.

SUBSCRIBERS: Click here to download PDF of the full article.

Subscribe to Supply Chain Management Review magazine

Subscribe today. Don't miss out!
Get in-depth coverage from industry experts with proven techniques for
cutting supply chain costs and case studies in supply chain best practices.
Start Your Subscription Today!

Recent Entries

According to a global survey of CIOs by Gartner, Inc., top-performing organizations in the private and public sectors, on average, spend a greater proportion of their IT budgets on digital initiatives (33 percent) than government organizations (21 percent).

The Hackett Group & Symphony Ventures Announce Global Partnership to Enable Enterprise Digital Transformation Via Robotic Process Automation and Intelligent Automation

Having just announced the release of S2K 6.0, the latest version of its flagship ERP enterprise suite, VAI is using the survey as an opportunity to gather and share end-user insight into the industry.

With tax reform proposals coming this week, every manufacturer and supply chain provider should be watching out for a possible Border Adjustment Tax (BAT). And, if we see it we must quickly root against it.

The Manufacturing Institute, Deloitte and APICS recently released a study, “Women in Manufacturing: Stepping up to make an impact that matters.”

Comments

Post a comment
Commenting is not available in this channel entry.


© Copyright 2017 Peerless Media LLC, a division of EH Publishing, Inc • 111 Speen Street, Ste 200, Framingham, MA 01701 USA