
I was brought into the company to make changes happen. The company was facing overwhelming competition from a global behemoth. The product portfolio was outdated and the company needed to enter new markets with new products. And that meant that a fundamental change in processes, structure, systems and culture was required. There should be no change paradox.
The dire situation, and the need for change, was communicated first from the CEO. And it seemed that everyone in the organization, regardless of level or title, all recognized the need for change and the sense of urgency.
But when it was time to make change happen the level of resistance, from the CEO on down, was incredible.
The forces for change met with equal and opposite forces against change. This change paradox, and the resultant paralysis, could only be solved by The Supply Chain Detective™.
Continue reading “The Supply Chain Detective™ and the Change Paradox!”