SUPPLY CHAIN
T he need for businesses and theory supply chains to adapt and evolve to meet insanely tough market conditions is beyond question . What is still very much open to debate , however , is how organisations can best go about such vast change projects .
The digital transformation landscape is littered with smoking ruins – change projects that failed , usually for quite similar reasons . According to Deloitte , 70 % of Digital Transformation results in failure , and even when organisations succeed , it can take them years before they are ready to compete in the digital market .
Often the cause of failure is because there is a mismatch between the tech initiative itself and the organisation ’ s business goals . The root causes of such mismatches might one , some or all of the following :
• A lack of executive leadership
• The absence of a collaborative culture
• A failure to ensure the right people are in place to see the project across the line
• Mistaking change projects as being techdriven , rather than people-driven .
All of which means that when a multinational business succeeds in seeing
58 March 2024