Crises Leaning – Incentivising the hurt.

Crises leaning

Global sourcing organisations have faced more tests than a soon-to-be Nasa Astronaut, any graduation ceremony is a mere oasis mirage in the desert. 

The upside to this resilience programming is the level of talent that emerges from this volatility where 20 years of stress has been compounded into a 24-month window will be nothing short of spectacular. And those who are looking to jump back into the industry after a forced hiatus will be hungrier than ever. New talent assets will emerge.

This revolving door of crises has me pondering the Global Sourcing world and worldview of those who lead in the industry. Global sourcing leaders are running through battlefields littered with mines, never more than a step away from danger. But in this hazardous terrain where are the Victoria’s Crosses or Medals of Honour for those fighting through the supply chain’s calamity. In sales we have revenue targets with direct incentivisation, but if supply chains are solving more problems than salespeople are generating deals it calls to question whether or not we’re incentivising talent appropriated to the environment with we’re faced. 

Like salespeople leaning into revenues, increased incentivisation to lean into crises and embracing the heat of the furnace is the best way to forge steel swords with which we use to march on cutting down problems. Yes, companies are cash stretched at the moment and bonuses have turned from a yearly expectation into endangered, but revenue generators are still rewarded with commission. In the engine room of the world that is global sourcing there’s an argument that crisis aversion, resolution and evolution brings better returns than more market share could ever. 

But as markets begin to stabilise in their toned-down states and revenues gain consistency there’s an opportunity for organisations to think about medal ceremonies and recognition beyond the pat on the back. Because in our heart of hearts we know that issues facing the supply chain extend beyond supply, demand and covid. Rethinking the incentivisation of an organisation’s supply chain heroes is pertinent considering that weapons won’t be sheathed for some time to come yet.

Keep it radical


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