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Welcome to Transformation Leadership - Part 1
September 26, 2007
Welcome to Transformation Leadership. Frank Quinn, editor of Supply Chain Management Review, invited me to write a periodic, web-based column on topics that might appeal to readers, and that I’m passionate about. Transformation Leadership seemed to capture the essence of what I’ll be commenting on.
This column will certainly have a lot to say about supply management and procurement best practices, and how to achieve the all-important “transformation” from your current state to world-class. But, you can also expect topics that relate to overall leadership techniques for transforming a company and keeping it vibrant and resilient.Some of the topics I’ll introduce will relate to the “save the company” foundation principles in “Beat the Odds,” a recently-published book that I researched over a ten year period. (Beat the Odds has candid things to say about how companies tend to kill themselves – unrelated to supply management).
Other topics will expand on subjects covered in “Straight to the Bottom Line®,” a book that I co-authored with Doug Smock, Mike Katzorke, and Shelley Stewart, Jr, and which has become a staple in a number of organizations that are hot on the path to achieve world-class status in supply management.
Still other topics will offer fresh ideas and perspectives, based on what is happening in the current business environment. And, I certainly welcome suggestions for future blog topics from you, the readers. Please email me your ideas at Rudzki@GreybeardAdvisors.com
Let’s start with the observation that there are a number of reasons why senior executives might stay awake at night, thinking about work. Based on my own experiences, any “top ten” list of key executive objectives or concerns would typically include these five:
• The company must meet or exceed earnings & performance expectations
• The company must grow revenues and earnings year-over-year
• The company must reduce risk and volatility in revenues and earnings
• The company must continually improve Return on Invested Capital (ROIC)
• The company needs to create a unique business model, one that is difficult for competitors to copy
The surprising fact, unknown to most senior executives, is that modern supply management can favorably impact all five of those objectives. As a corporate function, it is uniquely positioned – more so than most functions – to have a broad and sustainable impact. But it doesn’t just happen by itself.
We’ll continue this topic in the next edition of Transformation Leadership.
Posted by Robert A. Rudzki on September 26, 2007 | Comments (0)