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Reflection and Transition at Fowlers
The agenda for Day Two was simple: a celebratory lunch. It was a large table, with most of the design team present. The conversation started the period of reflection and transition that comes on the heels of any successful supply chain design effort."What I want to know," one of the members asked, "is how we can be sure to keep up the momentum when we start to implement? I mean, look at the trouble they had with the ERP system. So how do we take all of this good energy and make sure that it brings fast enough results that supply chain improvement takes on a life of its own?"It started a passionate discussion about change in an organization. It happens 1) when the balance between people's abilities and business challenges tips toward the challenges; 2) when, as a result, it becomes difficult to anticipate the future; and 3) when past expectations aren't relevant anymore."It seems to me," said another usually quiet member of the team, "that people can get behind change when they feel like they're able to respond to whatever new expectations are set for them.""And if the expectations aren't reasonable, or if they're not based on some logical approach, then people run the other way," countered someone from the other end of the table."But not everyone has the same capacity for change, no matter how well the new expectations are documented," added yet another voice.The coach couldn't help comparing this observation to the best-selling business book Who Moved My Cheese (Penguin Putnam Inc.). In it, author Spencer Johnson writes about four characters (Sniff, Scurry, Haw, and Hem), each with a different change capacity.Sniff sniffed out change early and Scurry scurried into action to make change happen. Hem denied and resisted change and Haw, after initial resistance, learned to see that change was better and adapted accordingly. Sniff and Scurry had high-change capacities, easily learning to find new cheese. Hem and Haw had low-change capacities, slowly (or not) adjusting to the fact that the old cheese was gone."In my experience," the coach said, "the SCOR approach has as much to do with culture as with engineering techniques. When it's used well, it can transform the way a company behaves."
