[[Books Index]] - reminded me of the talk [[20241002 Unlocking Value - Effectively Managing and Connecting Transitions of Care across the health ecosystem]] ![[image 1.png]] Achieve best practices in supply chain management Much is being written about global supply chain and sourcing options emerging in today's marketplace. Transforming supply chain management to achieve operations excellence is a mandate for many companies globally. Supply Chain Transformation walks you through this potentially difficult process and gets you started on the journey. Much more than just a how-to book, it's a why-to book that is as compelling for any business person as it is for supply chain management professionals. This book provides an invaluable road map to companies looking to transform their supply chains and organizations to achieve best practice results, beginning with guidance on how to make the case for change. Change is inevitable; growth is optional. - Includes real world cases and illustrations - Offers a step-by-step road map to transforming your supply chain - Explains how to obtain "senior management" commitment to transformation - Covers sourcing, production, and logistics process integration points with product development, marketing, sales, and finance processes as well as emerging technologies (RFID, Cloud computing, telematics, ERP, GPS/LBS & others) One of the biggest hurdles to supply chain transformation is overcoming a culture that is resistant to change. Supply Chain Transformation helps you understand the cultural resistance and evaluate where change is needed most, and then develop the game plan for overcoming resistance to achieve best practice results. --- ## Data Export # Reading Journey | | | |---|---| |Title|[Supply Chain Transformation](https://share.libbyapp.com/title/1078565)| |Author|Richard J. Sherman| |Publisher|Wiley| |Isbn|9781118421741| |Percent|18.8%| ### Bookmarks |Date|Chapter|Percent| |---|---|---| |August 25, 2024 10:11|Paradigms Drive Organizational Behavior and Culture|8.2%| ### Highlights |Date|Chapter|Percent|Color|Quote|Note| |---|---|---|---|---|---| |August 26, 2024 13:32|Defining and Understanding Business Objectives|18.4%|#FFB|Supply chain management is all about trade-offs. Making the right trade-off decision will be driven by your business objectives.|Are making trade off everyday. Observe what trade off we are making in our context| |August 26, 2024 13:23|Chapter 2: Putting the Business in Perspective|17.4%|#FFB|More than a trillion dollars annually are consumed in inventory and logistics costs. Are we reducing supply chain inventories and costs or just moving them around?|When I reduce work load for case managers, am I just moving the load around?| |August 26, 2024 13:23|Chapter 2: Putting the Business in Perspective|17.1%|#FFB|Hammer's mantra “Don't automate, obliterate,” which resulted in the reengineering movement of companies investing millions to improve their business|Don’t automate work, remove it| |August 26, 2024 13:16|Paradigms Can Encourage or Constrain Innovation|16.1%|#FFB|Nobel Prize and Oscar winner George Bernard Shaw said, “Progress is impossible without change; and those who cannot change their minds cannot change anything|| |August 26, 2024 13:07|Building a Case for Change|14.3%|#FFB|If the organization cannot get beyond a culture of survival or security and into at least professional “social” interaction, transformation will be difficult at best.|| |August 26, 2024 13:07|Building a Case for Change|14.3%|#FFB|Visualization techniques are great ways to direct people to gather information and data about their workplace in a nonthreatening manner. We map out the steps of the processes and gather data about the behavior and performance of those processes. We keep it objective and simply map out the way activities are organized and performed to achieve our objectives. Process mapping is also a great way to communicate process behavior. People respond to graphical depictions. Most modeling techniques have “levels of detail” so that processes can be communicated at a very high level to senior management and at a very detailed level for operational execution. Most important, people can sit back and observe how activities contribute to the success of the operation or may inhibit or constrain the operation. The most beneficial outcome of process mapping is that it takes the people out of the process. It objectifies the process. It's not the people who are good or bad; it's the process. Once you have people working together as a team, defining processes, activities, metrics, and so forth and gathering the data to support their maps, you have enabled more interaction and created a “social” culture conducive to analysis and change. The people don't need fixing; the process needs fixing. At this point, the need for improvement or change almost becomes self-evident and companies begin to exhibit the evolution to the next level of cultural maturity—the self-esteem level.|Great idea to visualise the current process in case management as the as is, and the new way, reducing the steps| |August 26, 2024 13:03|Levels of Cultural Maturity|13.7%|#FFB|high-performance work systems (HPWS)|| |August 26, 2024 12:57|Levels of Cultural Maturity|13.5%|#FFB|This was one of the biggest learning experiences I had in organizational behavior, not to mention academic politics. Unless you can develop a plan that addresses the culture of the “as is,” identifies how the changes you are proposing in the “to be” will impact the perception of gain over pain to the “as is” culture, and put forth a plan to communicate the perceived gain, you may have to wait until people die before the transformation will be able to proceed!|Why is the new better then the current?| |August 26, 2024 12:55|Levels of Cultural Maturity|12.7%|#FFB|every case-study success begins and ends with “management commitment.” Without management commitment, the speaker says, the project will not succeed.|| |August 26, 2024 12:52|Levels of Cultural Maturity|12.2%|#FFB|Level 2: Security|There are different level of needs, maturity in organisation| |August 26, 2024 04:08|Assessing Your Company's Culture|10.4%|#FFB|The greatest resistance to change is the result of past success. The biggest factor in not moving forward is comfort with the status quo, and the best offense to combat change is its inherent lack of “proof” or evidence of success in the market.|| |August 26, 2024 04:08|Assessing Your Company's Culture|10.4%|#FFB|If the company culture is not transformational, neither will be its performance|| |August 26, 2024 03:59|Paradigms Drive Organizational Behavior and Culture|10.0%|#FFB|We all live in paradigms of some sort, both in our business lives and our personal lives. If your behavior is within the rules or boundaries of the culture, then you will ultimately be successful (for the most part) within the company|| |August 25, 2024 10:04|Paradigms Drive Organizational Behavior and Culture|67.8%|#FFB|defines boundaries; and, (2) it tells you how to behave inside the boundaries in order to be successful.” This simple definition has helped me with assessing and understanding the culture of a company. Company culture establishes the rules of behavior inside the company. Culture is the company's paradigm|Good way to operationalise culture, what are the rules and expected behaviour within those boundaries| ### Circulation |Date|Activity|Details|Library| |---|---|---|---| |August 26, 2024 14:05|Tagged||[National Library Board Singapore](https://libbyapp.com/library/nlb)| |August 25, 2024 10:05|Borrowed|21 days|[National Library Board Singapore](https://libbyapp.com/library/nlb)| This data comes from [Libby](https://meet.libbyapp.com/), the award-winning and much-loved app for your local library, by [OverDrive](https://overdrive.com/). [](https://itunes.apple.com/us/app/libby-by-overdrive-labs/id1076402606?pt=211483&mt=8) [](https://play.google.com/store/apps/details?id=com.overdrive.mobile.android.libby)