Last April, bluecrux attented LogiPharma, the largest global event bringing together supply chain professionals from top pharma companies. To be honest, we were amazed by the open, honest and constructive atmosphere that ran through all the sessions. In the light of that openness, we, on our turn, gladly share the 2 takeaways that resonated most with our interlocutors.
Admit it. Trying to bring about change over several departments within a company is… well, erm, hard work. Because in many companies they suddenly appear: those “silos” or invisible boundaries in between departments. If you want to take them down, these 3 tips will take you further than any helmet or sledgehammer.
2016 saw a massive number of layoffs by Belgian companies in various sectors. Whatever the organization, layoffs shake the foundations and take everyone out of their comfort zone. If you lead a team, it’s your job not only to manage the people who are made redundant, but also to keep your team of “survivors” productive and morale high. And that’s not an easy task, as there are many pitfalls along the way.
Bluecrux presents IBP project with Tereos and innovative LightsOutPlanning tool at Supply Chain Innovations
On 23 March bluecrux participated in the Supply Chain Innovations event. In the morning Valérie Vandenbroucke had the honor to co-present the Integrated Business Planning project we’ve been running with Tereos; in the afternoon Koen Jaspers gave a glimpse of supply chain future by detailing on the LightsOutPlanning tool we’re developing. A quick run through the highlights of the day in a 3-minute read.
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Download here the full article with Henri-Xavier (VP @ Bridgestone) and Anneleen (Partner @ Bluecrux)!
“Sharing is the new owning.” At bluecrux we strongly believe in this credo. Therefore, we organize frequent co-creation sessions (hosted in our own offices in Mechelen or Aalst) where different minds can meet to share knowledge, to share experience and to develop new insights and ideas. Various ‘hot topics’ in the world of Supply Chain and Operations are typically on the menu.
Do you recognize the following situation?
@ Friday evening – Final preparation for the Monthly Board meeting
You’re preparing the monthly board presentation. You still haven’t received the revenue evolution and the latest customer portfolio from your sales representative. Logistics hasn’t send you the logistics cost-to-serve. And why haven’t you seen that inventory evolution report yet? So far, only manufacturing has provided the input but no trace of the others…
How to turn change into a competitive advantage?
We made it! We made what?
We’ve been trying to fit it in our agenda for a few years now: Participating at the Berlin Change Days (BCD), one of the largest European events on Change Management. And this year we finally made it! During the Halloween weekend, we settled down in Berlin to find out about the newest trends and must have’s in Change Management today.
All transformation projects concern directly or indirectly your organizational design. Change management in this context is very often minimized, even forgotten sometimes. As a Project Leader you need to make sure you add a slide around “Change Management” in your project charter. But whether it concerns literally role modifications and/or recruitment/layoffs, are you confident those simple “Training” and “Communication” buzzwords will do the job?
Change-management workshops – do they really work? During my studies I came across various promising theories and frameworks about change management, so I was very curious to see how they would work in practice.
Unless you’ve been living under a giant rock – which seems very unlikely – you know that the European Championship football started on the 9th of June in France. You can hear about it on the radio, see it on the television, and see it in the stores. There is no hiding from it. Even when you are talking to your colleagues, I bet it’s a real challenge not to talk about who might win the Henri Delaunay Trophy.
Is the success of a change-management approach somehow quantifiable and measurable? At first it seemed counterintuitive to me to measure the soft side. But we’ve tried something new…. At one of our projects we have incorporated ADKAR – a tool that helps us to measure change – into our transformation approach.
The ERP project approach
The “perfect trail” of an ERP implementation project is a well-described and well-known topic. Those familiar with system implementations will recognize the five default phases guiding any ERP project:
We’ve all been in these situations where we think it’s just impossible to change the behavior of people. Using a new corporate system, introducing new processes or just making people work differently are just some of the examples that come to mind. In many cases the people who try to lead the change and fail shout that it’s impossible to change people who are lazy and stubborn. But we need to realize that what looks like laziness is often exhaustion.