Key Takeaways

• “Supply chain leaders must reevaluate how they look at the individual, community and technological potential available to them in order to achieve a new peak of productivity to enable their objectives and break out of a pattern of low and stalling labor productivity.”
• “It’s time to enable individual employees to achieve their full potential at work and in life by investing in radical flexibility.”
• “In practice, organizations have embraced radical flexibility by breaking down projects into component skills, or even breaking down previous single roles into component parts for multiple people to fill.”
• “Supply chain leaders must mobilize their people via micro or macro communities that meet the scale of the disruption of opportunity they’re facing with empowered decision-making.”
• “To combat change anxiety and overload, supply chain leaders must design opportunities for humans and machines to learn from one another in a safe environment.”
  

Learn more from the Gartner Opening Keynote in the associated Gartner press release: Gartner Says Labor Productivity Declines Endanger Critical Supply Chain Objectives

Key Takeaways

• “Gartner research identified four areas where at least 80% of supply chain teams plan to have capabilities in place over the next five years including commercial innovation, human-centric work design, sustainability and real-time decision execution.” 

• “To reinvent for commercial innovation, supply chain organizations must move beyond focusing on customer satisfaction to focus instead on customer enablement. Enabled customers are twice as likely to send repurchase orders, yet only 23% of supply chain teams are focused on customer enablement today.” 

• “To reinvent for human-centric work design, supply chain organizations must offer an employee value proposition (EVP) centered on a “human deal” and one that offers individual flexibility at the employee level.” 

• “Reinventing the approach to sustainability outcomes means building supplier capabilities, especially in the pursuit of reducing emissions.” 

• “To reinvent for real-time decision execution, organizations can’t rely on technology alone. They must overcome cultural barriers and define a framework that allows for driving speed, especially on lower risk decisions.” 

Key Takeaways

• “By 2026, 80% of global enterprises with net-zero goals will restate interim milestones under stakeholder scrutiny of lack of progress and underinvestment.”

• “Four uncertainties compound upon one another to complicate the achievement of net-zero goals: energy market decarbonization, technology innovation, finance strategies and partner capabilities.”

• “87% of companies intend to increase investments in sustainability over the next two years, but they need a strategy to apply these investments effectively in such an uncertain environment.”

• “Focus on a few big bets that have potential for major impact, but require investment and partnership. Balance the big bets with tactical choices that can produce short-term wins.” 

• “To accomplish their ambitions, leaders should seek to shape their operating context by shifting from a focus on maximizing value only for their organizations. Instead, leverage their ecosystems by building productive partnerships to create value for all parties.”