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Business transformations require a different skill set than running a going concern

In today’s global economy, businesses must continually undergo transformations to remain competitive and successful.
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Global Supply Chain Group - vivek BWVivek Sood: Sydney based managing director of Global Supply Chain Group, a strategy consultancy specializing in supply chains. More information on Vivek is available on and more information on Global Supply Chain Group is available 

Vivek is the Managing Director of Global Supply Chain Group, a boutique strategy consulting firm specialising in Supply Chain Strategies, and headquartered in Sydney, Australia . He has over 24 years of experience in strategic transformations and operational excellence within global supply chains. Prior to co-founding Global Supply Chain Group in January 2000, Vivek was a management consultant with top-tier strategy consulting firm Booz Allen & Hamilton.

Vivek provides strategic operations and supply chain advice to boards and senior management of global corporations, private equity groups and other stakeholders in a range of industries including FMCG, food, shipping, logistics, manufacturing, chemicals, mining, agribusiness, construction materials, explosives, airlines and electricity utilities.

Vivek has served world-wide corporations in nearly 500 small and large projects on all continents with a variety of clients in many different industries. Most of projects have involved diagnostic, conceptualisation and transformation of supply chains – releasing significant amount of value for the business. His project work in supply chain management has added cumulative value in excess of $500M incorporating projects in major supply chain infrastructure investment decisions, profitable growth driven by global supply chain realignment, supply chain systems, negotiations and all other aspects of global supply chains.

Vivek has written a number of path breaking articles and commentaries that are published in several respected journals and magazines. Vivek has spoken at several supply chain conference, forums and workshops in various parts of the world. He has also conducted several strategic workshops on various aspects of supply chain management. He received his MBA with Distinction from the Australian Graduate School of Management in 1996 and prior to these studies spent 11 years in the Merchant Navy, rising from a Cadet to Master Mariner.

More information on Vivek is available on  and more information on Global Supply Chain Group is available on

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In today’s competitive business world, companies are constantly looking for ways to remain relevant and profitable. One of the most popular methods is undergoing a business transformation. This process involves changing the way a company operates to adapt to new market conditions or capitalize on emerging trends. However, it requires a different skill set than running a going concern.

Running an established business successfully requires skills such as effective management of resources, maintaining relationships with stakeholders, and ensuring operational efficiency. These skills are critical for sustaining success over time but may not be sufficient when undergoing major changes like restructuring or innovation. Business transformations require leaders who can think creatively and strategically, navigate complex challenges, and inspire teams to embrace change.


Furthermore, in addition to having strong leadership qualities, individuals involved in business transformations must also possess specialized knowledge and expertise related to the specific industry or market they are working in.

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What is business transformation skill?

Business transformations are the key drivers of innovation and growth. However, they require a different skill set from running a going concern. Business transformation is about making significant changes to a company’s operations, processes, and business model that will enable it to adapt to new market conditions or emerging trends. This type of change requires careful planning, execution, and management.

Business transformation skills involve being able to navigate through the complexities of organizational change by directing people towards common goals; managing stakeholder expectations; developing sound strategies for transformation that align with the company’s vision and mission; identifying bottlenecks in organizational structure or processes that need to be addressed to achieve desired outcomes.


To effectively manage business transformations, one needs excellent communication skills as well as leadership abilities. Communication is critical when it comes to ensuring team members understand what’s expected of them during transition periods so that they can perform their duties accordingly.

Pros and Cons


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When it comes to running a business, there are two main scenarios: running a going concern and undergoing a transformation. Both require different skill sets and approaches, but today we will focus on the latter. Business transformations can occur for various reasons such as mergers and acquisitions, changes in leadership, or market shifts. Regardless of the reason for the transformation, it requires a unique set of skills that differ from those needed to run an established company.

One major benefit of undertaking a business transformation is the opportunity to revitalize your company. This means redefining its goals, identifying new markets or customers, and creating innovative strategies to achieve them. To do this effectively, you need a team with an entrepreneurial mindset that is willing to take risks and think outside the box. This differs from running an established business where you mainly rely on proven methods and stick to what works.


When it comes to business transformations, many leaders assume that the same skill set required to run a going concern will suffice. They believe that they can simply apply the same principles and practices used in their everyday operations to their transformation projects. However, this is often far from the truth. Business transformations are complex undertakings that require a different set of skills than those needed for running a company.

One of the key differences between running a going concern and leading a business transformation is the level of risk involved. Transformations are inherently risky because they require significant changes to an organization’s operations, structure, or strategy. This means that leaders need to be comfortable with ambiguity and uncertainty, as well as have strong risk management skills to ensure successful outcomes.


Another difference is in terms of innovation and creativity. Running a going concern requires consistency and predictability whereas business transformations require creative thinking and innovation-driven approaches.


Business transformations are exciting opportunities for companies to reinvent themselves and remain competitive in the fast-paced market. However, such a significant shift requires a different skill set than managing a going concern. While running an established business demands operational skills and stability, transformation requires strategic thinking and adaptability to change.


The importance of recognizing this difference cannot be overstated. For businesses that have been successful for years, it can be tempting to rely on past successes as a blueprint for the future. However, these strategies may not work when trying to transform or pivot the business model. A company must have leaders who can think creatively, challenge assumptions, and make hard decisions based on data analysis.


Moreover, transforming a business often involves changing its culture and mindset significantly. Leaders must communicate effectively with employees about why changes are necessary and how everyone’s roles will shift during the process.

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Business transformations are a necessary part of any company’s growth strategy. They involve major changes in the way a business operates, from its processes and procedures to its culture and way of thinking. However, these transformations require a different skill set than running a going concern. While running an established business requires maintaining stability and ensuring that everything runs smoothly, leading transformational change demands vision, courage, and purpose.

One of the key differences between running a going concern and leading a transformation is the need for strategic vision. A business leader must be able to see beyond the confines of their current operations to envision what their company could become in the future. This means identifying new growth opportunities, anticipating market trends before they emerge, and developing bold strategies that will enable them to stay ahead of their competitors.


Another critical skill needed for successful business transformations is courage in decision-making.


Business transformations are significant undertaking that requires a different skill set than running a going concern. While managing day-to-day business operations involves maintaining the status quo and ensuring efficiency, transforming a business requires innovative thinking and radical changes to existing structures. It is crucial to understand that these two skill sets require different approaches, and not every leader may have the skills needed for transformational change.

For example, imagine a company that has been operating in the same industry for many years. The management team has always focused on maintaining market share by keeping costs low and delivering products at competitive prices. However, with new technology emerging in the industry, there is an opportunity to completely shift how products are made and delivered to customers. This type of transformation would require leaders who can think outside of the box, innovate quickly, pivot strategies as necessary, and have excellent communication skills.

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Business transformations are all about change. Whether it’s a new product line or a shift to digital, these kinds of initiatives require a different set of skills than running an established business. While the latter requires efficiency and optimization, the former demands creativity and adaptability. In other words, while both endeavors ultimately aim for growth and success, they require different approaches to achieve those outcomes.

One key difference is that business transformations often involve taking risks and making bold moves that may not have immediate returns. For example, investing in research and development can be costly in the short term but can lead to long-term gains if successful. Similarly, implementing new technology may disrupt current processes but can result in greater efficiency down the road. These types of decisions require strategic thinking and a willingness to take calculated risks – qualities that may not be as critical when running a going concern.



The global supply chain of products is an immense and complex system. It involves the movement of goods from the point of origin to the point of consumption, with intermediate steps that involve resources, materials and services to transport them. A supply chain encompasses activities such as purchasing, production, distribution and marketing in order to satisfy customer demands. Companies rely on a well-managed supply chain to meet their business goals by providing quality products and services at competitive prices.

Efficiently managing a global supply chain requires considerable effort, particularly when dealing with multiple suppliers located around the world. Complex logistics tracking systems are needed to monitor product movements from one place to another. Technologies such as artificial intelligence (AI) can help companies keep track of shipments across different locations for greater visibility into their processes.

what did Our Reader say?

(549 rating) 1676,People
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Chief Operating Officer Graphite Energy

I have experience with many of the well-known top-tier strategy firms but chose Global Supply Chain to support me on my supply chain projects. They always meet and exceed my expectations due to the quality of the work, the ability to work collaboratively with internal teams, and the flexibility to adjust the project approach when required.

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CEO - Large Global transnational corporation From: FOREWORD - OUTSOURCING 3.0

When I engaged Vivek’s services for supply chain transformation in one of the companies I was heading, we expected the careful and methodical approach that he was famous for... I was pleased to note that the original target set for 3 years was surpassed by almost 70% in just 18 months.

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Vice-President Supply Chain Asia Pacific

I have used their services for several business transformations and workshops in many companies. Each time an outstanding workshop and project result was delivered ensuring the success of the business transformation project. Savings surpassed $25 Million per annum in one case. Very powerful ideas, were implemented very diligently.

Global Supply Chain Group - Jean Briac Le Dean

Jean-Briac Le Dean
Co-Founder & Agen

Vivek is a very collaborative and open leader who leads teams by example. Whether internal teams, or clients teams, all are impressed by his intensity, energy level and drive to make things a little better.

Global Supply Chain Group - Lorna Calder Johnson

Lorna Calder Johnson
Omni-Channel Product Marketing
P & L Executive

Vivek's transformation expertise is apparent from his results and dedication to operations and supply chains. His strategic expertise, knowledge and network make him a standout even among an excellent team.

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