of Clear, Complementary, and Well-Aligned Strategy & Goals
that you approach, at random, half a dozen of your employees and
ask them what they do, how it fits into the larger scheme of things,
and how their work contributes to the overall accomplishment of
your corporate mission and strategy. Do they know the answer? Are
you satisfied that they have a clear line of sight that allows them
to optimize their contribution?
organization needs strategies, goals, and objectives. They are
the organization's compass, showing which way is True North. Plans
and tactics are the road maps that describe the route from here
in complex, highly interdependent enterprises, it's not enough for
the parts of the organization to have and know only their own direction.
They must also know what's going on in other parts of that organization,
with whom and in what ways they are interdependent, and how they
must work together to ensure overall success. At a minimum, your
employees must have access to and understand all of this information
in order to answer your question.
goals, objectives, assessment, and rewards must reflect this interdependence.
This is the "demand signal" for organization and employee
alignment and deployment of resources.
Consulting works with you to plan and implement processes and events
internal to your company or organization that improve the synergy
and productivity of your people by:
them with essential information about the direction, strategy,
and intended results of your organization
big picture connections, context, and meaning
individual and functional reflection and planning about the plans
and goals, what they mean, and how they can best contribute
feedback and dialogue about the plans and goals and what it will
take to accomplish them
and arranging key interdependencies and points of required collaboration
regular updates about progress toward goals, key metrics, accomplishments,
that organization learning occurs
is it enough to focus just inside the boundary of your own organization;
or even your own company.
companies are comprised of supply chains--large, complex networks
of companies that are in supplier-customer relationships with each
other. Companies are almost always members of multiple supply chains
and play a variety of roles: sometimes the customer, sometimes a
supplier to other customers. Perhaps a company that's your supplier
in one supply chain is also your competitor in a mutual customer's
likely are employees at companies with which you partner and on
whom you are dependent to know how what they do enables your success?
Do they even know that you're counting on them?
these roles become increasingly blurred, it's essential that you
understand how the companies who are players in your supply chain
are interdependent and impact the success or failure of others in
the network, and how your company will eventually be impacted. Goal
and strategy alignment, sharing critical (and sometimes confidential)
information that will contribute to improved relationships and performance,
and joint management of the partnership are key to successful and
effective customer-supplier engagements.
and effectively managing these incredibly complex networks of relationships
is an area of enormous and largely untapped opportunity and a source
of competitive advantage, because:
prevailing paradigm is competition, not collaboration
companies are not designed to enable or facilitate collaboration--internal
and information do not equal meaning
and methods--even those that are known--that will bridge the interfaces
at the boundaries are not well utilized
this way is still new. Very few companies are actively engaged
in learning how to truly transform supply chain partnerships to
enable them to collaborate effectively with partners (never mind
competitors) for true, sustained mutual benefit. Figuring out how
to do this requires a customized approach that's cognizant of and
unique to the needs, cultures, and business requirements of the
involved companies and also comprehends the nature of large systems
and complex organization change.
are some of the ways that Coastwise Consulting can help you design
and optimize your supply chain relationships so that collaboration
becomes a source of competitive advantage:
that your RFP accurately reflects the cultural, values, behavioral,
and joint management requirements of the customer-supplier relationship
of the short list of candidate companies who have meet the technical
requirements and who appear to be most capable of delivering on
these other requirements
of relationships with current and prior suppliers of similar services
are for use in designing and developing new specifications, processes,
of processes to map and effectively use assessment findings in
making a balanced decision about the best supplier for the contract;
participation in the supplier selection process
and facilitating a joint planning process that identifies, addresses,
and develops interdependencies; points of and processes/structures
for collaboration; strategy and goal alignment; goals, metrics,
and desired outcomes and processes for assessing and evaluating
of both companies' infrastructures as necessary to support and
sustain the partnership
and cross-organization team startup meetings (yours, mine, ours)
utilize and evolve structures and processes for jointly managing
interdependencies, communication, problems and conflicts, performance
appraisal and rewards, evaluation of results, etc.
here to read about
"The Power of Collaboration"