“Culture will eat strategy for breakfast, lunch, and dinner, anytime.” This was the first sentence that the professor of marketing and strategy uttered during our first MBA class at Georgia Tech. He underlined his point with the story of how Kellogg’s tried to conquer the Indian market with its breakfast cereal.
The company was trying to sell corn flakes with cold milk as breakfast in the Indian market, a culture that eats a warm breakfast finished with a hot, thick, creamy, flavorful coffee (A quick digression here: one of the most popular coffees in India is made from the freshest milk, gotten from “only grass” fed cows just minutes before). India already had popular and well-loved breakfast foods: the idli, a fermented and steamed rice cake with probiotic that makes digestion easier and is called “the most healthiest food ever” with double superlatives; and the dosa, a fermented rice crepe. The corn flake with cold milk did not take off as Kellogg’s expected because that product did not fit within the culture, especially among the South Indians.
This was a failed attempt at innovation. Which brings me to the question of today: How can one encourage innovation in the supply chain? Innovation tends to be considered a bad word in the supply chain space, because the supply function generally focuses on risk mitigation. The supply chain culture can be compared to the Asian culture or perhaps the military, which has a focus on conformity, simplicity, working together and taking orders through a chain of command. It’s not so much about standing out, but all about blending in. There is a laser focus on delivering merchandise in a mission critical fashion.
New ideas are often considered risky and non-conforming. Above all, nobody wants to lose his or her job. Also, a good number of folks in the supply chain leadership roles have a military background. When I worked for Hewlett Packard, many of the project managers and program managers came from the armed services. They were all hired for their leadership skills, but that came with this risk mitigating culture as well.
Knowing all this, it is really important to take extra steps to encourage and foster a culture of innovation. Innovation involves calculated risk taking, the ability to establish an effective process to learn from the mistakes, and an emphasis away from fear of failure and toward maximizing lessons learned.
Last month, I was at a prospect’s site and they wanted to thoroughly test our product as part of the technology selection process. They tested it in two facilities, using it for a couple of days in each. Basically, we deployed our product in all departments and tested thoroughly for all functions. The folks from the second facility did a much more thorough job and also had some very impressive innovations in their distribution center. These innovations were not necessarily in processes or products, but rather in the discipline, rigor, and daily habits, as well as within the overall culture of operations.
ABOUT THE AUTHOR
Puga Sankara is the co-founder of Smart Gladiator LLC. Smart Gladiator designs, builds, and delivers market-leading mobile technology for retailers, distributors, and 3PL service providers. So far, Smart Gladiator Wearables have been used to ship, receive, and scan more than 50 million boxes. Users love them for the lightweight, easy-to-use soft overlay keyboard and video chatting ability, data collection ability etc. Puga is a supply chain technology professional with more than 17 years of experience in deploying capabilities in the logistics and supply chain domain. His prior roles involved managing complicated mission-critical programs driving revenue numbers, rolling out a multitude of capabilities involving more than a dozen systems, and managing a team of 30 to 50 personnel across multiple disciplines and departments in large corporations such as Hewlett Packard. He has deployed WMS for more than 30 distribution centers in his role as a senior manager with Manhattan Associates. He has also performed process analysis walk-throughs for more than 50 distribution centers for WMS process design and performance analysis review, optimizing processes for better productivity and visibility through the supply chain. Size of these DCs varied from 150,000 to 1.2 million SQFT. Puga Sankara has an MBA from Georgia Tech. He can be reached at firstname.lastname@example.org or visit the company at www.smartgladiator.com. Also follow him at www.pugasankara.com