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Does your Supply Chain team have a bias for action?
I have seen many Supply Chain teams engage in endless analysis of their current issues and What-If scenarios. These analyses are many-a-times quite useful, yielding many actionable points for improving the design and daily execution processes.
However, many of these actions keep getting postponed due to the fear of unknown, since we are changing the basic design and action planning mechanisms. The team wants to do that proverbial last piece of analysis to confirm the hypothesis and ensure that it doesn’t create chaos in the system.
Root cause analysis and improvement action planning are useful only if we take actual action to implement the changes. I see this ‘Bias for Action’ lacking in many teams.
The best way to learn is through fundamental analysis and experimentation. Once the action plan is clear, we should implement it in a pilot mode and check the impact. This will either confirm our hypothesis or point to certain mid-course correction required.
‘Bias for Action’ is a useful trait to develop in the team to quickly analyse, experiment, learn and course correct, if required.