Analyst Insight: The next defining opportunity for supply chain is in digital operations. The scope of digital operations is enormous, and it presents amazing opportunities. But failure - either from moving too fast or too slow - may lead to redundancy or, in extreme cases, extinction. Companies must clearly understand where they are today to drive change successfully and must move with purpose. If they cannot, they will be history. - Peter Anderson, Principal, Advisory, Ernst & Young LLP, & Chekyiu Ng, Senior Manager, Advisory, Ernst & Young LLP
The term "Web 2.0" refers to the current state of online technology as it compares to the early days of the Web, and is characterized by greater user interactivity and collaboration, more pervasive network connectivity and enhanced communication channels.
For years, companies have used digital supply chain technologies to improve service levels and reduce costs. But the inability to connect disparate systems, provide end-to-end visibility into the supply chain, and crunch massive amounts of data, among other issues, has prevented many companies from achieving the full potential of their supply chains.
Managers are increasingly nervous about the lack of progress in their digital initiatives. Too often, organizations merely add digital "pixie dust" to traditional processes or engage in a frenzy of digital experiments and ventures. Rather than drive competitive advantage, these efforts leave companies more vulnerable.
By now, it's conventional wisdom: culture can ultimately break even the most seemingly harmonious corporate match. The list of mergers that have faltered or failed because of culture clash is long. Yet despite the many high-profile cautionary tales, very few companies involved in a post-merger integration deal with the culture question as fully and aggressively as they do with, say, capturing value from cost synergies.
A sales manager recently spoke about an embarrassing scene that unfolded before an important client meeting. "Two teams from our firm were waiting in the lobby when the client walked in, and the groups didn't recognize each other. What a contradiction of our promise to provide integrated solutions! We looked like the Keystone Kops."
Shining today, gone tomorrow? For every Apple, there is an Atari, for every Fuji a Polaroid, and for every Netflix a Blockbuster. It's harder to stay on top than to get there. How can you avoid the seemingly inevitable and become an "evergreen" corporation?
