Waiting for the sign from above

I wait for this moment with great anticipation. I know someone will say it. Most of them have been thinking it for a while. Suddenly one of them is brave enough to voice what he thinks is a killer argument: "But change has to come from the top!"

Every delegate sighs with relief that somebody finally said it. They all agree. Their hands are tied until their managers, directors or boards tell them the rules have changed. Oh really?

This happens at every single conference at which I speak, every educational session I present, and every management briefing I facilitate. Audiences agree with the principles of supply chain thinking. They can see the benefits of sales and operations planning. They understand why minimum order quantities need to be reviewed. But until they put on the table what is really stopping them from changing, I know I need to keep pushing.

"I cannot change until the others do" is the kind of passive attitude I oppose. If you followed this logic, nobody would ever change. You can see why businesses do not implement improvements that would otherwise make a lot of sense.

Wherever we are in an organisation, we should use our intelligence to promote change for the better. We cannot expect our jobs to be secure and be passive to changes that could save the company from collapse.

If you understand supply chain thinking, you will find opportunities to cut costs or improve customer service. Much of it is common sense, as long as you keep the bigger picture in mind. Being proactive will build your confidence. Abdicating responsibility will not. And if you are still looking to the top for detailed instructions, ask yourself: who is supposed to execute the strategy?

Surely everybody should devise plans and action them, in line with strategy. And if you find some practices go against delivering the business goal, you need to challenge them.

Change is for everybody, not just everybody else.