Browsing: Next Practices

A major European or Asian port is shut down for weeks due to a strike, earthquake, explosion, hurricane or attack? A major tier two offshore supplier suddenly goes bankrupt or ceases operations altogether? The lead time – not to mention the costs – to obtain key commodity inputs triples? Energy and oil costs soar globally OR drop drastically causing one of your key suppliers to go out of business? Instability within the Middle East expands? A major offshore supplier decides to enter your space and markets with a lower cost copycat product? The U.S. dollar declines, making prior global sourcing / outsourcing decisions cost neutral or ineffective? Your local, diverse suppliers are shut down due to civil unrest (e.g. Ferguson, MO) Warehousing space is scarce…

Share.

In doing research for an upcoming leadership coaching session with a CEO, I came across something in Forbes that I cannot resist taking on (you see, normally I’m quite a shy person ;-) ).  The author (Mike Myatt) makes a bold statement saying that companies are doomed to failure if they use a competency based model and that it “eviscerates talent development”.  Unfortunately, while he is trying to make a very important point that strategic (soft) skills are far more important than technical skills, he blames competency based models as the culprit when what he should be attacking is the content of the model.  His real point is that competency models that consist of Technical competencies and don’t account for Strategic competencies are doomed to…

Share.

Just about every functional organization (e.g. IT, HR, Finance, Procurement, Legal, Marketing, etc.) can be measured against a maturity model.  The use of a maturity model allows an organization to have its processes and practices assessed against a set of external benchmarks, best practices or even next practices. Maturity is indicated by evaluating an organization across a number of domains and across a number of “maturity levels”.  Here is a sample of a Procurement / Strategic Sourcing Maturity Model: The idea behind this model is to understand where you are today so that you can start moving your organization to the right.  Why should this be of interest to you or your organization?  Why do you care where you are today as long as you…

Share.

We have always felt that the goal of any sourcing process MUST be to select the best supplier possible and develop a relationship that will drive mutual value creation – it’s not to find the cheapest supplier. Unfortunately, most sourcing processes and related technologies absolutely reverse the priorities.

Share.

The “Millennials” or often referred to as “Generation Next” are not only coming, they are already here. With this new generation 80 million strong (born between 1980 and 1995) and rapidly taking over from the baby boomers who are now pushing 60, we are being forced to look at talent management in a completely new way. We must take a Next Practice approach to managing “Generation Next” or lose the war for talent altogether. 60 Minutes’ MorIey Safer did a report a few years ago entitled “The Millennials are Coming”

Share.
1 2 3 6