Digital Supply Chain Leadership Reshaping Talent And Organizations Routledge Studies In Leadership Research 1st Edition Murugan Anandarajan, David Kurz - Solutions

What would the person you least admire do?
What would the person you most admire do?
What is the most outrageous thing you could do?
What must you not do? What is the opposite of that?
What could you do?
What are the quality criteria? How perfect does the solution have to be?
How much can you spend?
What are the cost limitations?
How would you know a good solution if you saw it?
Is there anything out of bounds?
When do you need them by?
What are the criteria for a good solution?
What is helping you move forward?
What is stopping you from moving forward?
What would other people say about this situation?
What results did this produce?
What have you done so far?
When it is good, what is different?
Who is involved?
What is happening now?
How important is this to you?
How will you measure it?
What would success look like to you?
How can I or others help?
What else could you do?
Who can help you?
Which options are of interest to you?
What options do you have?
(4) What do you do that creates obstacles in their way?
(3) What do you do that makes the lives of your team members easier?
(2) How much recognition do people gain for doing a good job?
(1) What decisions do you currently make, which your team members could as well make?
What do they need to do differently?
What do they not do so well?
What do they do well?
(9) What am I doing to develop the poor performers?
(8) What am I doing to stretch the high achievers?
(7) What are the implications for people if they do not develop their standards of performance?
(6) How much are the team members acting on the feedback that I am giving them?
(5) When was the last time that I gave recognition to an individual for great performance?
(4) How much feedback am I giving them on their performance?
(3) Who is performing well and who is not performing well?
(2) How stretching are these goals?
(1) How clear are my team members on what they are expected to achieve, both personally and as a team?
(3) What do they need to do differently, to improve their ratings on each criteria?
(2) What do they not do so well?
(1) What do they do well?
(9) What steps do you now need to take to improve your current leadership development strategy?
(8) How well matched is your current leadership development strategy to the future business growth?
(7) How are you measuring progress and benefits?
(6) How does it support the delivery of the business plan?
(5) How does it help you make decisions about resources and budget?
(4) What level of commitment do people have towards the strategy?
(3) How does it influence development activity in the organization?
(2) Who knows about it in the company?
(1) What is your current leadership development strategy?
(13) What would you like to see in the development strategy for the company that is currently missing?
(12) What gaps are there in the current approach to development?
(11) How well does your current approach to development meet these needs?
(10) What will differentiate your organization from competitors over the next three–five years?
(9) How robust is your performance review process and recruitment process?
(8) How clear are managers/leaders and what is expected from them in terms of skills, knowledge and attitude?
(7) How do you import new ideas and approaches into the organization?
(6) What are the current skills gaps at management and leadership level?
(5) What is the succession plan for the top 20–200 individuals in the organization?
(4) What is the difference between the two and why?
(3) What does a good leader look like now and in the future?
(2) What does the Chief Executive/Board think are the top five leadership principles required for success?
(1) What are the top five leadership principles required for success in your business?
How well do your current leadership development programmes cover the skills of entrepreneurship?
What does your leadership team need to develop in terms of entrepreneurial approach to business?
How would you rate yourself against these criteria?
How would you rate your leaders against these criteria?
4. How well do you think we manage business performance and compliance risks? (Select One)a. One of the very best (4 Point)b. Better than most (3 Points)c. About average (2 Points)d. Worse than most (1 Point)
3. How would you assess the state of our technology and its capabilities? (Select One)a. One of the very best (4 Point)b. Better than most (3 Points)c. About average (2 Points)d. Worse than most (1 Point)
2. How well does our SC staff collaborate with your company for our mutual benefit? (Select One)a. One of the very best (4 Point)b. Better than most (3 Points)c. About average (2 Points)d. Worse than most (1 Point)
1. How well does our company’s SC anticipate and match demand?(Select One)a. One of the very best (4 Points)b. Better than most (3 Points)c. About average (2 Points)d. Worse than most (1 Point)
7. We currently do the following to minimize cybersecurity risk and the related loss of confidential information with companies in our SC.(check all that apply)a. Provide SC partners with policiesb. Provide SC partners with proceduresc. Train SC partnersd. Classify the value of information shared
6. We currently do the following to minimize cybersecurity risk and the related loss of confidential information inside our organization.(check all that apply)a. Provide employees with policiesb. Provide employees with proceduresc. Train employeesd. Classify the value of informatione. Clearly mark
c. Our monitoring program uses predictive analytics to gather and analyze structured and unstructured data to generate alerts based on the risk tolerance we have established.
b. We are starting to use analytics to gather and analyze data to monitor the risk areas that are most important to our business.
5. The following best describes how we monitor the evolving risk landscape and its impact on our SC continuity.a. We informally collect information through our existing relationships and relevant publicly available sources.
c. We are recognized for having active risk management programs that make us a top-tier performer in the selected risk areas.Digital Supply Chain Transformation 149
b. We have identified specific risk areas where we can excel and are starting to implement programs to do so.
4. The following best describes how we utilize our risk management program to gain a competitive advantage in the marketplace.a. Our risk management program is focused on mitigating our most common SC risks.
3. We have implemented a pro-active risk management program for the following types of SC compliance risks. (check all that apply)a. Regulatory complianceb. Cybersecurityc. Data privacyd. Labor compliancee. Environmental compliancef. Counterfeit goods/materials g. Product integrity and security h.
2. We have implemented a proactive risk management program for the following types of SC performance risks. (check all that apply)a. On-time deliveryb. In-full deliveryc. Quality of goods and services receivedd. Transportation costse. Transportation network failuresf. Product or service cost
c. We use data analytics to seek patterns in SC risks and related negative impacts and adjust our risk management program to reduce or prevent occurrence.
b. We have established programs that address the risks that we most commonly face and we our starting to utilize data and technology to improve efficiency.
1. The following best describes how we manage SC risks.a. We are primarily reactive and address problems in our SC as they arise.
c. We have visibility of all of our direct suppliers and an extensive portion of our extended SC.
b. We have visibility of all of our direct suppliers and some of their key subcontractors.
a. We have visibility of some or all of our direct suppliers.
9. The following best describes how our current technology enables end-to-end SC visibility.
8. The data governance program in our SC function specifically manages the following (check all that apply).a. Data qualityb. Data architecturec. Data developmentd. Database operationse. Data storagef. Data security (access and transfer?)g. Data integration and interoperability h. Document and
c. Our data governance program is fully operational for all of our internal data.Digital Supply Chain Transformation 147
b. Our data governance program is operational for our some of our key internal data.
a. We do not currently have a comprehensive data governance program.
7. The following best describes the role that data governance plays in our SC function.
c. We strategically use enterprise-wide algorithms leveraging predictive analytics to execute our business models.

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Digital Supply Chain Leadership Reshaping Talent And Organizations Routledge Studies In Leadership Research 1st Edition Murugan Anandarajan, David Kurz - Solutions

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