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The Captive Mindset – Part I
During a recent webinar, I was asked this intriguing question: What is the biggest challenge that corporate executives need to overcome, in order to be successful transforming their supply management practices into a strategic driver of improved corporate performance?
My immediate response was this: “The biggest challenge is one of mindset: believing the opportunities can be as significant as they are.”
Captive mindset is a subject that has intrigued me for many years. Because of its relevance to the long-term viability of corporations, this subject is covered in some length in the book “Beat the Odds: Avoid Corporate Death & Build a Resilient Enterprise.” There are companies, and entire industry segments, that no longer exist – partly because of their captive mindsets.
What is captive mindset? In short, it is when people (and organizations) put constraints on their own thinking. There are many potential reasons for captive mindsets, among them: having preconceived notions based on incomplete data, assuming that historical patterns must continue, and failing to take a fresh look at everything, to name just a few.
In my next posting, we’ll examine some indicators that captive mindsets might exist within your supply management organization.
The Captive Mindset – Part I
January 18, 2008
During a recent webinar, I was asked this intriguing question: What is the biggest challenge that corporate executives need to overcome, in order to be successful transforming their supply management practices into a strategic driver of improved corporate performance? My immediate response was this: “The biggest challenge is one of mindset: believing the opportunities can be as significant as they are.”
Captive mindset is a subject that has intrigued me for many years. Because of its relevance to the long-term viability of corporations, this subject is covered in some length in the book “Beat the Odds: Avoid Corporate Death & Build a Resilient Enterprise.” There are companies, and entire industry segments, that no longer exist – partly because of their captive mindsets.
What is captive mindset? In short, it is when people (and organizations) put constraints on their own thinking. There are many potential reasons for captive mindsets, among them: having preconceived notions based on incomplete data, assuming that historical patterns must continue, and failing to take a fresh look at everything, to name just a few.
In my next posting, we’ll examine some indicators that captive mindsets might exist within your supply management organization.
Posted by Robert A. Rudzki on January 18, 2008 | Comments (0)
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