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Why do so many change efforts in Supply Chain fail to deliver?
Management teams roll out so many supply chain improvement projects every year. Many of these are well thought out, well intentioned and logical. However, their implementation meets with resistance and teams often go back to their earlier ways of working. Why do we have such a low adoption rate of these good improvement projects?
My discussion with several teams across industry sectors reveals that the real cause of poor adoption is a lack of buy-in by the teams. They see the new system as imposed by some external experts and don’t believe in its value addition.
Dr. Goldratt clearly articulated the profound difference between ‘How to change’ and ‘How to cause the change’. While the former is push-based, the latter one works on creating a pull for the change.
Teams which fail to work on creating the necessary pull continue to struggle in their efforts. TOC provides a good framework to overcome the layers of resistance and create the requisite pull.