Over the last few years, the conventional wisdom has coalesced around a view that success in emerging markets is primarily a function of outstanding execution - speed, opportunism, tenacity, and guile - instead of a well-thought-out strategy supported by a set of winning and difficult-to-replicate organizational capabilities. In other words, street smarts are supposed to beat MBA smarts every time.
More predictions for the future of supply-chain management, courtesy of a panel of industry insiders at the fifth annual seer-fest sponsored by the San Francisco Roundtable of the Council of Supply-Chain Management Professionals:
"Multinational" doesn't necessarily mean global. IBM saw the need to apply rigorous analytics to virtually every function that makes up its supply chain - and in the process, harmonize business processes across the organization.
Trust and a sharing of risk and reward are the hallmarks of an outsourcing agreement that took the two companies beyond the concept of "price per activity," to one that strives for mutual profitability and enhanced customer service.
While the press and many companies continue to marvel at the sheer volume of data being generated and captured in the internet era, forward-leaning corporations have already recognized that big data's transformative potential to generate value in both the digital and physical realms will go largely unrealized unless it's complemented by speed. Fast data can unlock the value-creating power of big (and small) data.