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The Evangelist
As is the case with any successful SCOR application, the people who brought SCOR to Fowlers started by educating the organization to support the effort. Their first step was to develop an evangelist. This is the person who is best able to learn the SCOR model; who can sell it to upper management; who has the experience to pilot a project and gain early results; who can become the executive-level project manager for spreading it throughout the business. If nobody steps up to this role, then a SCOR-based project probably cannot succeed.The evangelist may be self-selected or appointed from above, and his or her first role in this position is typically as project manager of the first SCOR project.At Fowlers, David Able, vice president of operations in the technology products group, placed himself into the role of evangelist based on his interest in supply chain integration, his diverse background, and his reputation as an effective, influential manager. He was readily confirmed by Brian Dowell, the company's chief operating officer and the man who would quickly assume another important role as the executive sponsor. (See Figure 2-1.)
Figure 2-1: Fowlers' organization chart.
The Evangelist's Resume
As the appointed evangelist, David Able had a portfolio of experiences that would help create general understanding of the relationship between financial performance and the central factors of organization, process, people, and technology. Over the course of fifteen years at the company, he had demonstrated a knowledge of "how things work" and built a strong foundation of leadership roles. He had participated on a large-scale reengineering effort a few years before, so he had seen the way an enterprise project works. Those who worked for him also confirmed such important qualities as the ability to teach, communicate, resolve conflict, and add humor at just the right time.
Experience
The right evangelist candidate will have the following experience on his or her resume:Financial Responsibility and Accountability. The former means understanding the details of how cost, revenue, and assets are assembled on a P&L statement and balance sheet—and all the financial impacts in real time. The latter means being able tell the business story behind the numbers. Accountability also means defending executive critique, explaining bad news with confidence, preparing for operations reviews, and having the ability to focus and effectively motivate an entire organization to "hit" a common set of financial goals and objectives.Aligning Business Goals with Appropriate Strategy. Cascading goals is the art of organizing objectives in such a way that every employee understands the higher levels of success and how their day-to-day goals support that success.Setting the Organizational Learning Pace. This means developing an atmosphere that supports team learning and fosters dialogue among individuals, teams, and departments. In managing the performance of individuals and departments, evangelists understand the day-to-day effort that is required to achieve success.
Multiple Worker Roles. The evangelist will have first-hand experience in a variety of business functions that map to the SCOR Level One elements PLAN, SOURCE, MAKE, DELIVER, and RETURN. Leading practices in PLAN—such as sales and operations planning, materials requirements planning, and promotional event forecasting—can come from experiences as a demand planner, forecast analyst, supply planner, and inventory analyst. Leading practices in SOURCE and MAKE—such as Kanban, vendor managed inventory, rapid replenishment, cellular manufacturing, Six Sigma, total quality management, ISO 9002, to name a few—can come from experiences as a buyer, production superintendent, master production scheduler, and engineer. Leading practices in DELIVER and RETURN—such as available-to-promise, Cross-Docking, Cellular Kitting and Packaging, and so on—can come from experiences as a customer service representative, transportation analyst, and supervisor for shipping and receiving.At Fowlers, as vice president of operations for one of the operating divisions, David Able had experience at a number of the above areas. In addition, his previous participation in a well-run reengineering effort had exposed him to disciplines in four important areas necessary to a supply chain improvement: process mapping, recommendations, justification, and project management.Natural Talent. The right evangelist candidate will demonstrate the following five talents in his or her daily work:
A Talent for Teaching. This is part skill and part art. The skill is showing employees how to perform a task, modeling the appropriate skill, guiding them to understanding, and finally letting them try it on their own. The art is a sixth sense that seems to monitor everyone's level of understanding and automatically adjusts the lesson for each individual. The ability to generate examples or anecdotes in the context of each individual can separate the great teachers from the average ones. Good evangelists are effective storytellers.A Talent for Listening. It's important to know when to ask clarifying questions and when not to interrupt, further building an understanding of the speaker's point of view. For a successful evangelist, listening and clarifying are more valuable than preaching.A Talent for Communicating with Executives and Peers. There are four prerequisites for effective executive communication. The evangelist must:Have earned personal and professional credibility with members of the executive team.Be a subject matter expert.Be able to assemble effective executive presentations.Balance formal group communications (presentations, proposals, meetings) with informal one-on-one communications (lunch, golf, hallway, in private).A Talent for Using Humor Appropriately. Every good evangelist has a great sense of humor and can introduce comic relief at just the right moment—whether planned or unplanned. The evangelist doesn't have to be the funniest person in the room; on a team of fifteen people, there will be at least two or three others who can be counted on to help at any time.A Talent for Conflict Management Among Groups and Peers. The constraint to successful supply chain projects does not always lie in the technical challenges of material flow and application architecture; it's often in the conflicts that occur between people. Successful evangelists can handle large-group conflicts and individual conflicts—not by squashing them, but by constructively helping one side or both to move toward common ground.
