C-Level Executives
Success Comes From Mixed Teams of Internal Experts and External Specialists
EVERYONE WHO IS PART OF THE INSIDERS' CLUB KNOWS WHY TO MOBILISE AND UTILISE A TEAM
C-Level Executive in Global Supply Chain Group
The Key Value for C-Level Executives is to integrate their own functional area fully into the rest of the company,
And
Get the best out of every other functional area. Today, integration is the game and optimization is the key to winning it.
INTEGRATION & OPTIMISATION
IT Win Opportunities For Every C-LEVEL EXECUTIVE Supply Chain Management – SCM 4.0
In More Than 500 Global Projects That Is The Game We Excelled In
Source: Unchain your Corporation
Our client’s company was at a crossroad. The CEO had announced his retirement in 12 months and a Selection Committee had been formulated by the board of directors to search for a replacement. The company was favorably inclined to hire and promote internally but did not want to restrict themselves just to the three internal candidates.
- The Chief Financial Officer as well as the Chief Marketing Officer had been put on the short list, along with the number two to the CEO, the Chief Operating Officer. The COO assumed that among the internal candidates, he was a front-runner. Unless an external candidate proves himself or herself to be a far superior potential hire, which was unlikely, the COO should get the nod.
- The process was run tightly and confidentially. Everybody, including the internal candidates, was surprised to find that the Chief Operating Officer did not end up landing the dream job. One of the other two internal candidates became the next CEO.
- It is always difficult to fully understand the situational dynamics in these kind of circumstances. Yet, due to our strong relationships with many of the top internal people, what we were able to discern was that the COO was taking it for granted that his only competitors were from the outside. In the selection process, he was entirely focused on proving his value over the outsiders.
- He did not communicate how he had grown in his current role, in order to start thinking a lot more broadly, from focusing only on the firm’s internal operations, to also on external key stakeholders, including suppliers and customers of the business.
- Historically, the CEO had been focusing on all the external relationships, while the COO had been focusing on the other end. The board was looking for a candidate who could look beyond the internal operations and efficiencies, and into creating synergies with a business-to-business network that could help propel the company to its next competitive perch. And one of the other two candidates was able to prove his worth in this regard.
HERE ARE REAL BUSINESS TRANSFORMATION TEAMS RELATED QUESTIONS THAT C-LEVEL EXECUTIVES HAVE ASKED US:
- How big is the potential prize from supply chain led business transformation? How can we maximise it?
- How can we ensure that the approach we choose really works, is implementable by our own people, and we can see signs of success early enough?
- How can we assure the success of our business transformation effort without jeopardising our business-as-usual activity? How do I know we will get a report that is implementable?
- Big consulting companies come promising big savings. Once the contracts are signed promised savings never show up. In the end, sometimes, costs even go up. What can we do differently to get better results?
- Why do big brand strategy consultants act as if they have mysterious powers and capabilities, when we already know what they are all about?
- If our internal staff cannot do it all by themselves, and big consultants are going to get us sub-optimal results that look good only on paper, then what is the answer?
- With big consulting firms, there is frequent drama with a lot of activity with junior consultants /fresh graduates. It appears like a lot of wastage of resources. Why are we paying such hefty rates, while we train recent graduates recruited by big name consulting companies?
SO, WHY IS THIS PERTINENT FOR YOU?
NOW YOU CAN USE OUR EXPERTISE TO BUILD YOUR OWN TOP-TIER TEAM, WITHOUT HAVING TO PAY THE TOP-TIER CONSULTING PRICE TAG. HERE ARE FOUR EASY WAYS TO ACCESS OUR EXPERTISE
Global supply chain Clients feedback
What Do People who matter Say About Us?
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.
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.
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, implemented very diligently.
The board were highly complImentary of the presentation and result and commented that they were surprised at the level of detail and quality of analysis contained in the report. This speaks to the fact that Vivek is a very capable practitioner, grasps the key issues early, and uses highly effective methodologies, people and communication skills to identify where and how to gather critical information.
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.
Vivek and I have worked together in a number of different contexts. I've been impressed by his ability to clearly see how to maximise value through connections between businesses. If business operations are like lego bricks, Vivek is a Master Builder.
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.
P & L Executive
I had the unique opportunity of joining Vivek for a two-month consulting project. Vivek showed outstanding mentoring balancing accurate guidance with healthy delegation of responsibility turning this project into an enjoyable challenge in my career
Coats Group plc
Vivek's supply chain credentials are unbeatable - in finance, strategy and operations, we have not found a better results oriented businessman. The results surpassed our expectations. Vivek's results speak for themselves.
Credence Logistics
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