fast ’,” Overdulve explains . “ It ’ s a different mentality compared to the waterfall mentality that was prevalent before . Previously , when you went through large scale-supply chain transformations , you went off for a year to design the solution , then two years to build it , another year to test it . Then , four or five years later , it actually went live . By the time you put it live , everything has changed so much that you might wonder whether the solution is even still relevant .” Deloitte ’ s approach to digital innovation , in a world that is changing at an increasing pace , is much more agile , acknowledging the lessons learned from failure and the need for rapid adoption and adaptation . “ The ‘ think big ’ phase is about envisioning the art of the possible of what a company ’ s future supply network could look like , which technologies it needs to explore to realise this vision and which are the most apparent supply chain areas to tackle in light of continuous business challenges . We create a constantly evolving roadmap for the company . Then , the ‘ start small ’ element involves us solving a specific business issue , rather than trying to boil the ocean . We take one of the core use cases that could drive benefit for a company , we match that with the right technology to solve the challenge , and we do a pilot . Finally , the ‘ scale fast ’ part is about finding other areas where the solution prototype can be leveraged to create momentum at scale and start expanding the technology for adoption across the company .”
Overdulve sees AI as the defining characteristic of the supply networks of the future . “ It ’ s completely changing the way we can manage supply chains in the realm of moving towards
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