Supply chain training:
The future employee learns and teaches at will
Picture this: by implementing a continuous learning culture in your organisation, driven by innovative supply chain training programs, you have been instrumental in boosting organisational health. Teams of empowered employees, driven to improve outcomes both in their immediate functions and across departments, have enthusiastically welcomed a culture of self-improvement. With the freedom to take well-thought-out risks, innovate, adapt and move faster, they are creating not just quality products, but quality experiences around them, too. As far as your organisation’s competitive advantage goes, you’ve certainly made your mark as its supply chain executive.
In his book The Future of Work, Jacob Morgan outlines seven principles characterising the future employee. As we see it, the sixth and seventh principles are especially relevant for you as a supply chain executive: the future employee shifts from knowledge worker to learning worker and the future employee learns and teaches at will. Most importantly, the future Morgan foresaw is now.
As a result, you need to adapt and evolve your learning and development approaches to match. Only then can you set in motion the ideal scenario we outlined above. To shed some light on the importance of this shift for supply chain executives, we will explore the relevance of Morgan’s seventh principle below (our first blog in this series focuses on his sixth).
"If you don't think about and plan for the future of work then your organisation has no future"
The importance of learning and teaching at will in supply chain training
From top-down to self-starters
From your executive’s viewpoint, you’ll recognise that solely top-down chains of command in organisations are, increasingly, a structure of the past. To respond rapidly to market dynamics, you and your organisation need to decentralise thinking. This allows ideas and initiatives to spring from whichever minds are best placed to land on a winning concept. To balance this shift, you also need to hand these minds the resources, opportunities and freedom to continuously upskill and self-develop. In your supply chain context, this is the difference that the right training programme can make. And it’s your role and responsibility to shape and implement it, providing a great opportunity to make your mark on your organisation.
You can lead this evolution beyond the outdated, one-way flow of command, inspiration and training. Instead, your employees with specialist knowledge of supply chain strengths and weaknesses can and should be devising the most efficient ways to meet their objectives. This is an ideal role for employees with talent, drive and vision; for people who can easily (learn to) self-motivate. In other words, it is an ideal role for precisely the team members that you are competing to bring in — and keep on board.
From siloed to cross-functional
The need for cross-organisation thinking will be no stranger to you. As such, supply chain management training is dangerously incomplete without a helicopter view of your whole organisation. How are sales targets for high order volumes, operations targets for high machine utilisation rates and low costs, and supply chain targets for low stock levels interrelating? Are they facilitating each other’s success, or hindering it?
To look outside their primary function for clues as to how to improve, your supply chain employees need motivation to learn, self-develop and advance. You are a vital figure in introducing, structuring and encouraging these factors. Cross-functional understanding and communication, along with a shared, team-based learning culture and growing intuition, are essential to sharpen your organisation’s function and competitive edge. You can make the difference.
Learning in teams, and taking those skills to then teach colleagues and peers, is the most efficient way to see this happen. By implementing supply chain learning programs that are tailored to your organisation and centred around team-based learning, you can ensure continuous collaborative learning and widespread impact.
In addition, teaching is in itself key proof of knowledge, both for those in the teaching role (which can be you and your colleagues) and for those who learn from them. If we are able to clearly and accessibly teach someone a concept, we have to truly understand it ourselves. The ability to take colleagues along on an engaging, coherent learning journey, too, is a skill worthwhile developing for all concerned.
Why at-will learning and teaching drives a competitive edge
For your supply chain team, a learning culture means a culture of opportunities and widened horizons. Where you encourage fresh ideas, and fear of failure can evolve into an innovative mindset and mature approach to learning from setbacks. Where your employees have the freedom to raise tricky questions, finding answers in environments of complexity. For this, you need supply chain training programs with a direct-application lens. Taking this approach, you can ensure that your people’s learning is geared towards their actual supply chain scenarios, aims and challenges. As a result, learnings are clearly transferable to your organisation’s daily work, for a smooth transition from conceptual to practical.
For you as a supply chain executive, the rewards of providing employees with the chance to self-start and self-develop are clear. In addition, a self-development opportunity for you arises. We are seeing fewer and fewer in-house dedicated trainers; instead, leadership figures such as yourself take on this responsibility as part of, or adjacent to, your primary role. So, by learning and teaching at will alongside your employees, supply chain executives can lead by example and motivate teams to adopt the same habits.
To us at TVCA, this is what successful supply chain training programs look like. Customised to suit your organisation, focusing on day-to-day scenarios rather than pure classroom theory. We work with you to shape and roll out team-based, experiential learning programs that will simultaneously tighten collaboration within your organisation and broaden its thinking. Our expertise as supply chain practitioners, resources and tailored guidance are on hand to support you as you pioneer a continuous learning culture in your organisation — starting with supply chain training. Platforming you to offer your people the resources and mindset they need to excel, alongside driving your organisation’s competitive advantage from the inside out.
Create business impact by enabling your people today
Register for Involvation’s four interactive online sessions about Learning & Development in the value chain.
Developing value chain competencies with training programs is more important than ever. Especially given the complexity of value chains and the number of disruptions worldwide. Investing in people also makes it possible to attract talent and retain the right people for the organization. The importance, and most importantly, how to shape this, we discuss during online sessions.
Discover all about the 12 levers of transfer effectiveness to create business impact.
For whom: SCM managers, planning managers, directors, planning executives, Business IT, IT managers, directors etc.
To register for the online sessions, please click here.
Supply chain training:
The future employee learns and teaches at will
22-05-2023
Picture this: by implementing a continuous learning culture in your organisation, driven by innovative supply chain training programs, you have been instrumental in boosting organisational health. Teams of empowered employees, driven to improve outcomes both in their immediate functions and across departments, have enthusiastically welcomed a culture of self-improvement. With the freedom to take well-thought-out risks, innovate, adapt and move faster, they are creating not just quality products, but quality experiences around them, too. As far as your organisation’s competitive advantage goes, you’ve certainly made your mark as its supply chain executive.
In his book The Future of Work, Jacob Morgan outlines seven principles characterising the future employee. As we see it, the sixth and seventh principles are especially relevant for you as a supply chain executive: the future employee shifts from knowledge worker to learning worker and the future employee learns and teaches at will. Most importantly, the future Morgan foresaw is now.
As a result, you need to adapt and evolve your learning and development approaches to match. Only then can you set in motion the ideal scenario we outlined above. To shed some light on the importance of this shift for supply chain executives, we will explore the relevance of Morgan’s seventh principle below (our first blog in this series focuses on his sixth).
"If you don't think about and plan for the future of work then your organisation has no future"
The importance of learning and teaching at will in supply chain training
From top-down to self-starters
From your executive’s viewpoint, you’ll recognise that solely top-down chains of command in organisations are, increasingly, a structure of the past. To respond rapidly to market dynamics, you and your organisation need to decentralise thinking. This allows ideas and initiatives to spring from whichever minds are best placed to land on a winning concept. To balance this shift, you also need to hand these minds the resources, opportunities and freedom to continuously upskill and self-develop. In your supply chain context, this is the difference that the right training programme can make. And it’s your role and responsibility to shape and implement it, providing a great opportunity to make your mark on your organisation.
You can lead this evolution beyond the outdated, one-way flow of command, inspiration and training. Instead, your employees with specialist knowledge of supply chain strengths and weaknesses can and should be devising the most efficient ways to meet their objectives. This is an ideal role for employees with talent, drive and vision; for people who can easily (learn to) self-motivate. In other words, it is an ideal role for precisely the team members that you are competing to bring in — and keep on board.
From siloed to cross-functional
The need for cross-organisation thinking will be no stranger to you. As such, supply chain management training is dangerously incomplete without a helicopter view of your whole organisation. How are sales targets for high order volumes, operations targets for high machine utilisation rates and low costs, and supply chain targets for low stock levels interrelating? Are they facilitating each other’s success, or hindering it?
To look outside their primary function for clues as to how to improve, your supply chain employees need motivation to learn, self-develop and advance. You are a vital figure in introducing, structuring and encouraging these factors. Cross-functional understanding and communication, along with a shared, team-based learning culture and growing intuition, are essential to sharpen your organisation’s function and competitive edge. You can make the difference.
Learning in teams, and taking those skills to then teach colleagues and peers, is the most efficient way to see this happen. By implementing supply chain learning programs that are tailored to your organisation and centred around team-based learning, you can ensure continuous collaborative learning and widespread impact.
In addition, teaching is in itself key proof of knowledge, both for those in the teaching role (which can be you and your colleagues) and for those who learn from them. If we are able to clearly and accessibly teach someone a concept, we have to truly understand it ourselves. The ability to take colleagues along on an engaging, coherent learning journey, too, is a skill worthwhile developing for all concerned.
Why at-will learning and teaching drives a competitive edge
For your supply chain team, a learning culture means a culture of opportunities and widened horizons. Where you encourage fresh ideas, and fear of failure can evolve into an innovative mindset and mature approach to learning from setbacks. Where your employees have the freedom to raise tricky questions, finding answers in environments of complexity. For this, you need supply chain training programs with a direct-application lens. Taking this approach, you can ensure that your people’s learning is geared towards their actual supply chain scenarios, aims and challenges. As a result, learnings are clearly transferable to your organisation’s daily work, for a smooth transition from conceptual to practical.
For you as a supply chain executive, the rewards of providing employees with the chance to self-start and self-develop are clear. In addition, a self-development opportunity for you arises. We are seeing fewer and fewer in-house dedicated trainers; instead, leadership figures such as yourself take on this responsibility as part of, or adjacent to, your primary role. So, by learning and teaching at will alongside your employees, supply chain executives can lead by example and motivate teams to adopt the same habits.
To us at TVCA, this is what successful supply chain training programs look like. Customised to suit your organisation, focusing on day-to-day scenarios rather than pure classroom theory. We work with you to shape and roll out team-based, experiential learning programs that will simultaneously tighten collaboration within your organisation and broaden its thinking. Our expertise as supply chain practitioners, resources and tailored guidance are on hand to support you as you pioneer a continuous learning culture in your organisation — starting with supply chain training. Platforming you to offer your people the resources and mindset they need to excel, alongside driving your organisation’s competitive advantage from the inside out.
Create business impact by enabling your people today
Register for Involvation’s four interactive online sessions about Learning & Development in the value chain.
Developing value chain competencies with training programs is more important than ever. Especially given the complexity of value chains and the number of disruptions worldwide. Investing in people also makes it possible to attract talent and retain the right people for the organization. The importance, and most importantly, how to shape this, we discuss during online sessions.
Discover all about the 12 levers of transfer effectiveness to create business impact.
For whom: SCM managers, planning managers, directors, planning executives, Business IT, IT managers, directors etc.
To register for the online sessions, please click here.
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