Learning organization requires learning leaders

As a supply chain leader, how do you create an environment in which people are continuously learning? Firstly by setting a good example yourself, it was revealed during Webinar Wednesday. And then by creating an organization in which there is room to actually apply what has been learned. Alfons Willemsen and Stefan Hoogervorst of Involvation: ‘It’s all about whether the learning programme actually succeeds in making an impact’.

By Marcel te Lindert

Many supply chain leaders do not make time for themselves to attend training on a topic such as artificial intelligence (AI). They are too busy with the hectic pace of everyday life resulting from pandemics, climate change and geopolitical conflicts. ‘People often tell us things like that. “Sorry I’m so late, but I had to walk here because I didn’t have time to fix my bike.” ‘Sometimes it is better to spend some time on making structural improvements instead of to keep fighting fires,’ says partner Alfons Willemsen from consultancy firm Involvation.

Maintaining momentum

Willemsen, together with Stefan Hoogervorst, director of The Value Chain Academy which is part of Involvation, makes a case for supply chain learning & development. This is the time to invest in it, according to them. With the more hectic pace of life seemingly here to stay, the supply chain discipline is on the agenda of CEOs more than ever. Analysis of boardroom conversations shows that supply chain is one of the most frequently used terms. ‘We see an increased awareness about the importance of supply chain. Now we need to make sure we maintain the momentum – by showing the impact of a well-functioning supply chain on business results.’

The group of frontrunners who believe in the power of supply chain management is often small. They face the challenge of getting the rest of the company to buy into their belief. ‘To gain and maintain momentum, they need to focus on the large group of pragmatists behind them. If the frontrunners manage to engage them, the tipping point will be within reach. Supply chain can then get the attention it deserves and the resources to create more value. So we need to invest more in people.’

Change Executive Officer

What companies need in today’s rapidly changing world is a continuous learning environment for their people. ‘That has to do with change management,’ states Willemsen. ‘And with leadership. It’s sometimes said that CEO stands for ‘change executive officer’ and I like that. Leaders should be at the forefront of change management. They have to show that supply chain excellence leads to better business performance. If leaders do not lead and actively support the drive for supply chain excellence, change will not happen.’

This also means that the leaders within the company must lead by example. They will have to ensure their own continuous training and development in the competences they need. ‘As a CEO, it is easy to shout that the company should do something with AI. But it comes across a lot stronger if the CEO knows what he is talking about and can come up with his own suggestions for applications of AI. So leaders must actually take charge. And preferably use and demonstrate new technologies like AI themselves.’

Apply in practice

A continuous learning environment comprises several elements. One of them is experiential learning. ‘Within The Value Chain Academy, we make extensive use of games and simulations. Experiencing things yourself increases the learning effect,’ Hoogervorst says. ‘It is also important to combine several learning forms, so that the learning programme can be tailored to the different participants. It also helps to make the learning programme company-specific, so that participants can link what they learn to their own situation. Since supply chain management is teamwork, it makes sense to offer the whole team the same learning programme. Lastly, we find that people often learn best by applying what they learn in practice and reflecting on it. With coaches who have real-world experience.’

The key is to regularly evaluate the impact of the learning programme. ‘Don’t only look at the impact achieved, but also at the desired impact. What did you want the learning programme to achieve? Try to align the learning programme with the business strategy, and the knowledge and skills needed for it,’ Hoogervorst says. ‘In addition, a good training course is a basic requirement, but not sufficient. It’s all about whether the teaching material is applied concretely. And whether this succeeds in making a real difference. That only happens if the organization provides structure and space for it.’

Boarding pass

One simple tool that helps people put what they have learnt into practice is a ‘boarding pass’. Willemsen: ‘We ask participants to block an hour in their diaries during the training. In that hour, they can write down the actions they want to take as a result of the training. Research shows that writing down actions increases the chances of those actions actually being carried out. And it really works. You see learning and working intertwine. That’s what you want.’

This approach enables a continuous learning environment to emerge naturally. ‘People will find their way and keep learning. They will start asking new questions and want to explore new topics,’ states Willemsen, using AI as an example. ‘The technology already exists. If you don’t learn to apply it, sooner or later your position will be taken over by someone who does use AI. The question is whether you participate or not. If you don’t participate, there is no future for you in the supply chain. The future belongs to the people who keep learning.’