Team turnover and the level of disruption drive reactive behavior, especially regarding the definition of time. Here I explain. Investments in Data-Driven Capabilities May Not Yield Better Decisions Omne mt hbi se rt,osupre, aI kh eoanr du sJ ienf fg Ma na a, al y ftoi crsmt eormMaIkTe bbl ea tctkejra cdke ct ei -a m sions in “beating the house.” I also heard Michael Lewis, ao ud tdhsoor f opf l Ma yoenr esyebl eacl lt ,i os pn ei ankBoans eubsai nl l g. Bdoattha at or ei mc opmr opveel l ti hn eg sinpseiagkhetsrstoeshpeolpusbienagttthheeuosdedosf. data and mathematical I love the stories but question the fit of the metaphor(s) for a supply chain conference. The reason? In both cases, there is a clear definition of “winning.” The rules of the game and associated outcomes are evident in both Black Jack and Baseball. This is not the case in the world of sup- ply chain management following 33 months of disruption. We are re-writing the rules. The outcomes are less predict- able or straightforward. Wo che ya na rseh itphpei rnugl ec rsanzoi nt ecsl es ai rs?aAb al ot itnhga, tshcehiasnsgueeds . aWn dh iilme p l i - cations of the Russian-Ukrainian war, energy shortages in China and Europe, food instability in Africa, and the glob - arol cwkasttehrecrsiuspisprlyevcehrabiner. ate as disruption after disruption Wa nhdi lien soing eh tms icgahnt haer gl pu ec otmh apt atnhiee sa vma ai lka eb ibl iet tyt eorf db ee ct ti es irodnast, a lceotmmpea ns hy a’ sr ea bmi lyi t cy otno caelri gn n. Tohne di as st au et os omf apkreo caeds es cl iastieonnc—y — a grow with disruption becoming a barrier to action.
Tg ehre i ltatragkeers t thoe dgeacpi sd ei noonr dg ai rneicztai ot ino.nTahl iasl ipgrnomc eesnst ,l at ht eenlcoyn - can range from days to weeks. Twhhei l reegaosoodn ?nBe wa ds nt reawv es ltsr aqvuei cl sk lsyl .oAwsl ya irne saunl to, ri gnaan mi z aatri-o n , ket downturn, process latency increases. The larger the omregtarnicizsa, mtioank,inthgedmecoirseiotnesnmsioonrewdiitfhficcuonltf. licting functional Ns uopt pe liyn cFhi ag iunr ep l1a .n1ntihneg gaanpds mf r ao nmu fraeccteunrti nr eg s, el oagr icsht i bc se, t awnede n sa anlde sl o. Tg ihset i gc as pa nb de tcwu es et onml oegr i ss et ircvs i ca en do rpgraonciuz raet imo ne ns ti ngcr roeuaps s- es process latency. These gaps are significant and growing as organizations become more reactive. Figure 1.1. Alignment in Organizations in the Summer of 2022
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