by Vivek Sood

August 1, 2016

Why do companies achieve far worse performance than what could be feasible with their superior hiring and training capabilities? It appears as if there are some invisible chains that are constantly pulling these companies back all the time. Something significant yet intangible is acting as a brake that inhibits the functionality of the business, causing each component to operate at less than its full value. Everyone is doing their best under the circumstances and their personal and departmental priorities, yet there is always a gap in the inter-functional integration.

Interfuctional Collaboration
CEO and C-Level Supply Chain

What is this gap, and how does it happen? How does this gap harm you and your company? In my newest book, Unchain Your Corporation, I explore these questions in greater detail.


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Vivek Sood

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    • Samuel, the answer to your question depends on your career vision and ambition. Supply chain management is a great field of experience as it cuts across the entire business and it is an increasingly suitable springboard to make it to the top. In Supply Chain digital we can read “Lego, the iconic and highly profitable Danish toy maker, is the latest business to be headed by an executive rising out of supply chain to the role of CEO”.

        • The move to an operational role is a common segue for many CFOs seeking the top spot, Business Insider recently wrote. That’s not a coincidence: many companies seek out their CEOs from operational roles, such as supply chain management. A famous example, of course, is Tim Cook, CEO of Apple, who served as COO and head of Macintosh division before becoming CEO. However, Tim Cook is by far not the only case! Alan George Lafley, CEO of Procter & Gamble (P&G), took a commission with the U.S. Navy as a supply officer first, and Mary T. Barra, CEO of General Motors, is known for her strong operations and supply chain management background.

        • While Supply Chain Management is very much in demand nowadays, one must be absolutely sure before taking it up as a career option since the adage goes in the B-School scenario: “Only those who know they were made for Operations, apply for it.”

          This however, should not discourage you from pursuing a career in the same if you are confident of the fact that the subject suits your line of thought.

    • Thanks for your question! I will say YES not be cause supply chain is my LIFE but a better option in today’s development. You have full leverage of diversifying in to any of its optimization processes. You stand a better chance in the labour market today simply because their are job opportunity daily for logistics and supply chain.

      • Absolutely! Harry,

        Here are the market trends working in your favor:

        Automation of Supply Chain-(Aren’t you glad you are a mechanical engineer!)
        For every 6 positions opened, there is only 1 qualified applicant
        Supply Chain is so fragmented, you are bound to find a niche that you will love!
        Supply Chain companies are transforming the world (Think Amazon, Walmart)
        Corporations want more throughput, and Supply Chain Professionals hold the keys!

  • The importance of supply chain talent management continues to increase as the supply chain becomes a more strategic function and many senior supply chain professionals prepare to retire.

    Anyway, the same questions arise on my mind too What is this gap, and how does it happen? How does this gap harm you and your company?

    can I get all my answer in your book? or will you just share the exact link to the chapter of Gap?

    • Think this is just a coincidence? Over the past 30 years, Steve Siebold has interviewed 1,200 of the richest people in the world. The one common thread, Siebold noticed, is that they bypassed tabloids and magazines for knowledge-enhancing books.

      “Walk into a wealthy person’s home,” Siebold wrote in his book, How Rich People Think, “and one of the first things you’ll see is an extensive library of books they’ve used to educate themselves on how to become more successful.”

    • The importance of supply chain talent management continues to increase as supply chain becomes a more strategic function and many senior supply chain professionals prepare to retire.

  • As by reading your post, it mindset that how nicely you have described the gap in the inter-functional integration.

    What I have found in my research is the following:

    IFI is a multifaceted organizational task. Multidisciplinary of CRM integration and its implications. In 38th Hawaii International Conference on System Sciences, Big Island, HI, USA.

    The term integration has different meanings in different disciplines. According to Kahn and Mentzer (1998 Kahn, K. B., & Mentzer, J. T. (1998). Marketing’s integration with other departments. Journal of Business Research,

    Business integration is “an interactive and collaborative process along with information sharing” but Paashuis (1998 Paashuis, V. (1998). The organization of integrated product development.

    Defines integration as “interfunctional and cross-functional cooperation as well as process overlap”. Integration can also be defined as “a united effort of various functions in the accomplishment of organizational goals”. Braganza (2002 Braganza, A. (2002).

  • Companies may perform poorly for a variety of specific reasons as there may be larger gaps that companies don’t bother to bridge. Common gaps could be low revenue or profit including undefined or unclear objectives, poor strategy or execution, lack of talent or resources and poor marketing and communication. Clearly defined business goals and strategies to enact them are often the starting point for improving poor performance.

  • One of the biggest challenges that employees face is not getting the information they need to do their job effectively. This leads to performance gaps and hinders their overall productivity. There are two key reasons for this information shortage. Firstly, the online training program may not be catering to their specific goals and needs. As such, they aren’t getting the targeted knowledge and skills they require. The second reason is lack of employee involvement that results in performance gaps.

  • Identifying performance gaps is one thing. But you can’t bridge them if you don’t know what caused the crater in the first place. Every organization has its own performance issues to contend with. And every employee in that organization requires different skills and information to fill the gaps. However, you must diagnose the cause before enacting meaningful change. You see, performance gaps are just a symptom. It takes careful planning, evaluation, and analysis to solve the productivity problems and get your employees back on track.

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