Published: 17 July 2024
As organizational changes increase in volume and pace, supply chain leaders frequently struggle to fully embed desired changes. These leaders should treat change management as a journey, rather than a fixed point in time, by building employee confidence, capacity and capability for the change.
Constant change represents the new status quo for supply chain, but employee willingness to support change initiatives halved between 2016 and 2022.
Change initiatives suffer the consequences of this fatigue. Only 15% of digital supply chain initiatives achieved 90% or more of their targeted benefits.
Supply chain leaders tend to focus so heavily on their change initiatives’ operational successes that they fail to account for the behavioral transition, acceptance, skills building and internal conflicts employees must go through to realize the change.
Build and maintain genuine confidence in change initiatives by establishing a clear leadership vision for the change and
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