SPONSORS OF BUSINESS DEVELOPMENT
CONT...
REALITY NOT FANTASY The point is that this is not fantasy. If you are to get what you deserve from this opportunity this is the minimum of planning that you must do.
And if you are the company that supplies the steel ladder maker with the rods for his treads, then the same applies to you. How will you supply him with 10 times more?
Capacity is quantitative, but Culture is qualitative. You may be reading this puzzling over the issues of quantitative change, even to the point of realisation that time is short to meet the challenge. And you would be right to draw such a conclusion, time is indeed short.
If you wish to improve your
competitiveness then these changes need to be made in time. Otherwise it is your customer service that will suffer.
And when the end product of the supply chain is a perfect, on time installation of a turbine 100 kilometres out in the North Sea then poor customer service will be punished without mercy.
But the quantitative capacity change will be the easy bit.
CULTURE We all know that the culture of an organisation cannot be ‘traded in’ and a new culture installed over the weekend ready for start-up on Monday morning. But it can be developed from its current status, at a natural pace, so that every individual can take ownership of new principles.
INDIVIDUAL OWNERSHIP Individual ownership is the key phrase, particularly in a quickly growing organisation – it is the decisions taken and executed by each individual in the team that delivers the performance that everyone else evaluates as the culture of the organisation.
No one individual can control that performance to the extent that the decisions of all other individuals are immaterial.
WHY AM I GETTING SO ‘HEAVY’? Because the qualitative evaluation of your team by the companies at the head of this supply chain is the toughest GO/ NO GO decision to which you are ever likely to be subjected. In the business of installing and maintaining a hugely sophisticated production machine (wind turbine) in a hugely hostile production environment (North Sea) the principles of risk minimisation and performance maximisation take on a significance that, culturally, any business in the supply chain needs to embrace.
EXPERIENCE AND LESSONS LEARNED Any company that has had experience as a third tier supplier in the automotive supply chain is well aware that the progress chaser in the car factory may not necessarily pay a call on him; but that the progress chaser is minutely aware of his production schedule and of any risks to continuous supply that is posed by his performance.
BADGES ‘STUCK IN THE WINDOW’ Companies that culturally dwell in the belief that ISO9001 is merely a badge that has to be bought and ‘stuck in the window’ in order to satisfy a buyer that the company is driven by, and benefits from a Quality Management System (QMS) are non-starters in a supply chain governed by risk minimisation.
Sadly, there have been and there still are far too many procurement officers who allow this charade of a badge ‘stuck in the window’ to pass as a satisfactory evaluation; and far too many quality management consultants who ensure that the only thing that is sold is the badge to stick in the window. It is their fault that so many suppliers have lost sight of the cultural requirements of performing in professional supply chains.
MORE THAN JUST QMS
But these cultural requirements demand much more than just QMS. They also demand environmental responsibility, social responsibility, and robust operational continuity management.
Have I persuaded you that the time you require to develop your organisation’s culture from the one it is now to the one that...
• Ensures clear objectives cascaded from sound strategic goals
• Demands individual understanding of and commitment to these objectives
• Invests in the expertise, equipment and work environment required to excel
• Provides the opportunity for individual ambitions to complement team goals
• Concentrates on building strengths instead of trying to convert weaknesses
• Invests in its community • Is a transformation that you need to begin today?
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www.windenergynetwork.co.uk
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