Tag Archives: Social Media Strategy

Are you suffering from the Boiling Frog syndrome?

The fact Blockbuster may file for bankruptcy protection ( http://ow.ly/1nxZH) was the impetus I needed to finally write this post.

I was introduced to the concept of Boiling Frog syndrome at a conference I attended in early March 2k10. The premise is that if a frog is placed in boiling water, it will jump out, but if it is placed in cold water that is slowly heated, it will not perceive the danger and will be cooked to death. For more details on the Boiling Frog syndrome, refer to this wiki link : http://ow.ly/1ny8y

While I am using this as a metaphor only, there are some useful analogies that can be drawn.

With Moore’s law incessantly driving increases in computing power, the rapid evolution & adoption of a real time web enabled/ mobile ecosystem is galvanizing, and coalescing around the human networks afforded by Twitter, FB, LI, Youtube, Myspace, blogs, and Location sharing apps (like Gowalla, Foursquare, Yelp, etc). Augmented reality, and instances of nanobots stopping your own neurons from firing in the brain, and firing their own to transport you into virtual reality is also, only a matter of time :) Cloud computing will make things even more interesting, once they figure out privacy, security, and other legal issues that will surely multiply due to the impending “privacy by demand” scenario. The bottom-line : “time to react” has been exponentially reduced due to this accelerated rate of change.

Companies like Blockbuster, United Airlines,  and every other company/individual who is complacent enough to wait for others to make a move,  fail to look to the future, and is hesitant to lose apparent control of brand image, is essentially exhibiting the boiling frog syndrome, and will eventually die.

Survival in this constantly shifting, and evolving landscape will hinge on who is “most sensitive” to the environment, listens & learns, reacts quicker,  and more efficiently, while providing genuine value to consumers, customers, or employees. Failure is inevitable, it is how you react that will be the key discriminating variable.

For that, you will need processes, and policies in place that address Enterprise2.0, Web2.0, SMO, sCRM, Collaboration & other integration initiatives – the tools that let you design, and deliver the ultimate consumer experience. Somehow, it always boils (no pun intended) down to the  consumer experience.

That being said, all of the processes, and policies in the world will be for naught, unless the culture within companies become more inclusive, more participatory, more open, and more embracing of change.

I find it hard to believe that current systems can be adapted to address complex office dynamics, and cross-functional collaboration efforts, in this brave new world, without a change in mindset. That, definitely, is easier said than done.

What do you think? Which companies do you think are adapting to the new reality better? Would welcome your thoughts.

Cheers,

Social Media & Supply Chain Strategy

Disclosure : I am no logistics expert!

I was lucky enough to get a free pass to the Strategic Supply Chain Management Forum http://ow.ly/1dtXa organized by the Conference Board of Canada, in Toronto March 2-3, 2K10. Thanks to @JeffAshcroft, and the power of social media, I was able to gain some global perspectives, which I wanted to share with you. So, here is what I learned today, and these are my interpretations only, and do not represent those of the speakers :)

Top 2 Supply Chain priorities:

  • Secure Supply
  • Cost-effective Supply

Three Supply Chain risks:

  • Economy – tighter credit markets, frugal consumers
  • Social Unrest/Natural disasters – Iran/Nigeria (Oil), Chile (Copper)
  • Technology – ability to keep up with the rate of change to maintain competitive edge

Ken Bradley, Lytica Inc. (one of the two speakers on this plenary session. James W. Lawton from Dun & Bradstreet was the other) was also of the opinion Environmental and Green Movement did not constitute as threats to the Supply Chain per se (based on restrictions imposed on CEOs on allocating investments – they’d rather not put money in initiatives that dont have an immediate impact on shareholder value…). He thought they were risks that will be incurred through legislation (like Ross Alliance in Europe), and once in place, all companies would be on a level playing field in terms of complying, and not lose their competitive edge…so not really a Supply Chain risk.

And here is what I enjoyed the most…. he talked about the accelerated rate of change, and the simultaneous reduction in reaction times to address (problems), through a nifty little curve – essentially an inverted half parabola (for golfers, think of it as a high draw), with time on the x-axis, and the “rate of change” on the y-axis. As the curve gets steeper (which it will, led by technology & computing power increases), the time to react is reduced exponentially, and hence the need to be ever agile in reacting, or better still, having predictive algorithms in place, for preventing disruptions in the Supply Chain, need to become standard practices.

On the Supply Chain financing side, there seemed to be 4 main drivers (considerations) :

  • Reducing Cost, and Working Capital requirements
  • Accelerated Cash flows
  • Reducing Supply Chain risk AND
  • Technology (which makes it scalable, visible)

Fergus B. Groundwater from Export Development Canada, and Philippa Fitzsimon from BMO were the speakers on the financing portion.

In both these sessions, there was a common theme with what we see in Social Media. Immediacy & Collaboration – the imperative to respond in real-time, and also to use a more inclusive approach in designing outcomes that fill a particular need – in this case making  sure the assembly line does not shut down because of a custom built screw that your sole supplier could not deliver on time, or avoid a 7 day or $68 million delay due to shopping carts not being there for simultaneous multiple retail store openings.

From what I gathered, SM is by far non-existent in the realms of Strategic Supply Chain Management. It seems they do not have the TIME, which again is a common refrain among hesitant adopters of  SM. However, successful companies will be those that have processes, and policies in place, to harness the power of the diverse web population as part of their overall early warning signal system.

What do you think? Are there any other factors that may impact Supply Chain & Enterprise Risk Management?

Cheers,

Prince