SupplyChainTalk: Proactive leadership for the next generation of supply chain innovators 

Views on news 

The biggest risk in AI isn’t prompt injection or data poisoning: it’s people – specifically, a shortage of talented people. During the cloud computing wave and the first big-data boom we already saw technology race ahead while talent lagged.

 

As domain knowledge is always the key to unlocking technology, the smartest companies are skipping the hiring arms race and turning their existing engineers, analysts, architects, and developers into AI producers. Leadership must navigate the skills gaps that emerge with each new technology proactively.

 

Building supply chain talent 

To build a strong workforce, you need three leadership qualities: trust, clarity and momentum. To demonstrate the first two, you must explain to your people why you want to bring in new technologies. As a leader, you must live and breathe the values you want the workforce to adopt.

 

To develop new talent, you mut give them continuous feedback and inspire its curiosity. Businesses in the platform economy provide good examples of how to approach new technology with the right amount of curiosity and innovation. You must start with the right systems and processes and then identify where technology can create value as an enabler.  

 

The role of the supply chain leader is changing too, therefore it’s also key to success that leaders have the willingness to change. They must think strategically, as their organisation is bound to operate in a substantially different environment in ten years’ time according to research.

 

Although Covid offered an opportunity for change, many businesses reverted to their old modus operandi by now. Although planning usually happens with quarterly and 6 month time frames, having a vision for the next 5 years is essential too, as well as revisiting it regularly. 

 

To be able to make the fast decisions required for remaining resilient, leaders need access to the right data and insights alongside with training on how to leverage them.  Acting ethically is a learned behaviour. Leaders must draw the red lines and make clear what is beyond the pale.  

 

The panel’s advice 

• Start AI deployment with the question “what the problem is that I’m to resolve.”   
• According to Deloitte research, only 41% of the work we do every day creates value.  
• Embrace sustainability and ethical business to ensure the continuity of your operations without compromising the life quality of future generations.  
• Make sure you learn lessons from your failures.  
• Give emerging leaders a real problem, real data and real responsibility, which will help build trust and resilience and move at speed.