Selling the value on an efficient org structure

Challenge

Creating a more efficient supply chain with fewer resources all the while maximizing subject matter  expertise through a defined standard process.  As a leader within my organization, I am tasked with  identifying game changing ideas that make my company more productive and profitable.  This can take  the form of reducing cost or improving efficiency.  Specifically, we undertook a re-organization of our  supply chain department to meet this goal as the company reduces head-count across the board.  We  established a central purchasing team from a fragmented and decentralized regional mix of teams. This  cut our cost by 30%, improved end to end process turnaround times by 20%, and allowed for a more  consistent standard work process (creating indirect value to the regions).

Selection

I chose the visualization approach using straw man, shapes, and flow diagrams to better conceptualize  both the challenge and the opportunity.  This way my audience which is a diverse group of stakeholders  can more quickly grasp my idea and provide their own inputs in a collaborative discussion.  I easily  identify the scope, boundaries, key elements, and pain points which can foster other ideas and solutions  from the group.  I did this for the current organizational structure and also the future organizational  structure under a centralized model.

Application

I apply this in my regular face to face meetings with my stakeholders.  I will get up and begin drawing on  the white board or notepad, explaining my thought process each step of the way.  As we move forward  in the discussion, I can easily change some the visuals and update them for a more thought out  representation.  It’s really a free flowing of ideas with real-time visualizations.  Second to this, I prepare  strong visualizations in pre-read material, with diagrams, flow charts, photos, and succinct talking  points.  I try to keep it simple, easy to follow, and engaging.

Insight

Looking back on what I’ve learned through this class, I have actually been utilizing some or all of these  tools: visualization, storytelling, mind-mapping, and learning launches in some form or another over my  entire career.  What this class has taught is the power each of these tools. When to deliberately use  them and why.  Going forward, I will now target one approach over the other given the audience I will  be engaged with (whether a stakeholder or customer).  It conveys the message I have in an easier to  understand way, while getting easier buy-in, insights, or challenges that I may not have recognized on  my own.

Approach

I would continue to use the visualization approach as most of the work I support is at the early “What is”  stage but I would adopt storytelling in some instances to better relate to an audience that maybe isn’t in  supply chain or understand the problem as well as a colleague in my field would using just visuals.  Also,  as I moved into the “What wows” or “What works” stages I would take on learning launches to quickly  test my hypothesis, gain feedback and fail fast if necessary.


Selling the value on an efficient org structure Challenge Creating a more efficient supply chain with fewer resources all the while maximizing subject matter expertise through a defined standard process . As a leader within my organization , I am tasked with identifying game changing ideas that make my company more productive and profitable . This can take the form of reducing cost or improving efficiency . Specifically , we undertook a re - organization of our supply chain department to meet this goal as the company reduces head - count across the board . We established a central purchasing team from a fragmented and decentralized regional mix of teams . This cut our cost by 30 % , improved end to end process turnaround times by 20 % , and allowed for a more consistent standard work process ( creating indirect value to the regions ) . Selection I chose the visualization approach using straw man , shapes , and flow diagrams to better conceptualize both the challenge and the opportunity . This way my audience which is a diverse group of stakeholders can more quickly grasp my idea and provide their own inputs in a collaborative discussion . I easily identify the scope , boundaries , key elements , and pain points which can foster other ideas and solutions from the group . I did this for the current organizational structure and also the future organizational structure under a centralized model . Application I apply this in my regular face to face meetings with my stakeholders . I will get up and begin drawing on the white board or notepad , explaining my thought process each step of the way . As we move forward in the discussion , I can easily change some the visuals and update them for a more thought out representation . It ’s really a free flowing of ideas with real - time visualizations . Second to this , I prepare strong visualizations in pre - read material , with diagrams , flow charts , photos , and succinct talking points . I try to keep it simple , easy to follow , and engaging . Insight Looking back on what I ’ve learned through this class , I have actually been utilizing some or all of these tools : visualization , storytelling , mind - mapping , and learning launches in some form or another over my entire career . What this class has taught is the power each of these tools . When to deliberately use them and why . Going forward , I will now target one approach over the other given the audience I will be engaged with ( whether a stakeholder or customer ) . It conveys the message I have in an easier to understand way , while getting easier buy - in , insights , or challenges that I may not have recognized on my own . Approach I would continue to use the visualization approach as most of the work I support is at the early “ What is ” stage but I would adopt storytelling in some instances to better relate to an audience that maybe is n’t in supply chain or understand the problem as well as a colleague in my field would using just visuals . Also , as I moved into the “ What wows ” or “ What works ” stages I would take on learning launches to quickly test my hypothesis , gain feedback and fail fast if necessary .