An organization’s ability to adapt to the competitive market is often referred to as its agility, suggesting that flux is the norm and that consistent maneuvering is required to succeed. To address this flux, a CEO must ensure that the supply chain is fluid, with diverse, creative processes and procedures in place to account for the sheer possibility that exists in contemporary business.
In this way, the CEO’s role becomes recursive, as his or her ability to motivate and invigorate those process owners who control the supply chain is directly connected to his or her ability to pave the way to growth and opportunity.
Solving the Complex Problems of Tomorrow
The CEO (or the most senior leader in an organization) must truly be the visionary of their organization, as they are tasked with growing and guiding the endeavor to levels of success and increased capacity. In this role, the CEO does not frequently attend to issues regarding the organization’s daily operations or capacity. Their insight is for the future.
For the organization to thrive, they must be continually vigilant of new opportunities and enhanced networking. However, without the ability to take action on these grand schemes, the CEO is nothing more than a figurehead, a champion of growth who has no ability to affect lasting change.
Related questions for the CEO to consider in regard to the agility of their organization’s supply chain might include the following:
* What supply chain competing priorities drive action throughout the organization and external entities?
* What supply chain alignment needs to occur in regards to consistency of processes, actions, information, and decisions among business units?
* What are the capabilities of process owners to understand relationships between, as well as the analysis of, data and facts for total organizational alignment and optimization of limited resources?
* To what extent do department heads understand benchmarking and comparative data to set goals and to improve performance to remain competitive?
* To what extent are the core competency processes in the organization both efficient as well as effective?
* How can we grow in market share while increasing quality?
* How can we reconcile the need to embrace realistic goals and remain consistent with our actual capability with the push to expand boundlessly?