Art van Bodegraven was, among other roles, chief design officer for the DES Leadership Academy. He passed away on June 18, 2017. He will be greatly missed.
Whenever some richly experienced factotum begins a rant with, "Now, in my day …," it is all I can do to not jump into his grille, screaming, "If your day has passed, what are you doing taking the chair of someone who might actually get something done?" Sheesh!
The descent into senility is rapid, like the first plunge on a roller coaster at Six Flags Over Dementia. It seems that the principal annoyance is the rising generation, its sass, lack of work ethic, absence of common sense, and permeating self-absorption.
Never mind that this generational friction has been with us since the beginning of recorded history, the insult and disrespect is fresh and new to the Codger Cadre. The latest incarnation of imminent signs of the Apocalypse lies within the so-called "Millennial Generation."
In our supply chain management and logistics Milky Way, a large chunk of the business universe, the generational challenges and the management of expectations and senses of entitlement are real, looming, and becoming more critical to survival, let alone to success.
THE RAP ON THE MILLENNIALS
Pop psychology maintains that each generation presents its own set of identifying behaviors and attitudes. The millennials are said (and I really don't know how much of this is harrumphing opinion of those who know better than the rest of us, and how much is genuinely research-based) to require or demand the following: immediate and continuous feedback; rapid organizational elevation (with respect to position and compensation); freedom and autonomy; a steady stream of meaningful work; recognition and respect for insight, conclusions, and observations; technology tools, supporting continuous multitasking; and collaborative leadership and acceptance of their confidence and optimism.
They are often characterized as the "Why" Generation, or the Trophy Generation. The conventional wisdom holds that they've been conditioned to receive rewards for ordinary outcomes and that they have not learned well how to lose or fail.
But here are three news flashes: The generational differences are largely superficial. Research around style and preference assessment tools shows that the basic categorizations and/or reflections of the human brain's wiring continue to identify the same distribution of styles as they always have. Further, within any set of generational attributes, significant numbers of individuals do not map to the generalities usually presented.
GREAT EXPECTATIONS
Much is made of unrealistic expectations and an entitlement mentality in the current rising generation. It could be time to climb down from our high horses. We—many, if not all—are shackled by dependence on entitlements and expectations as well. That's right. Baby boomers, gen "X," traditionalists, millennials, and all. How so, you ask?
Start with Social Security. What began innocently as a bailout for older folks, who typically did not live much longer than the eligibility date, has become a massive public subsidy. What was once an augmentation to retirement income has turned into the primary (or sole) retirement income for many. Plus, it provides lifetime income, irrespective of contribution, to the physically or mentally/emotionally disabled. And the elderly are living nearly a decade longer than before, the total benefits eclipsing the working lifetime contributions.
Then, look at Medicare, a sinkhole into which dollars disappear to no particular purpose. That is, the system is vulnerable to abuse both by users who have no idea of what health care costs, and, exponentially, by providers who do and really know how to game the program. It has become a "right," near-impossible to take away long enough to repair it.
Moving on, unemployment compensation, originally a temporary safety net to buffer the impact of economic shifts, has become sufficiently comfortable that many unemployed have no incentive to find work. Pandering politicians then extend the benefit period, feeling sorry for those out of work. Of course, the longer a person is not employed, the tougher it is to find employment.
The minimum wage is another scam. Overriding the voice of the marketplace, local, state, and national governments can mandate an earnings floor for what were once temporary, entry-level, or supplementary income jobs, with agenda-driven pressures to transform any and all occupations into more comfortable middle class earning positions, irrespective of value delivered or skills required.
A push to force employers into higher entry wages for low- to no-skill jobs, e.g., $13 an hour at Walmart, is a companion evolving entitlement. The impact of all these forces is destined to be catastrophic. The price of every product or service involved will have to increase, and we will all be paying more for the same things we are purchasing today. As for the impact on our corner of the universe, the entire supply chain community will have to pay floor associates more—a lot more—to attract and retain enough talent to do its basic job (with no added value whatsoever involved).
Transferability of power and position is another entitlement trap. The person who has spent a goodly chunk of the career in an insular environment, then gets caught up in the sooner-or-later cutback, rightsizing, merger/acquisition, or reduction in force, expects to find a new job that pays the same and confers the same perks and powers. After all, "XX" years of experience (or one year of experience "XX" times) must surely define universal value, right? Wrong! First question is, was there really any value involved? Is the value in a new setting, new company, new industry, whatever, actually relevant? Who else, with what attributes and value contribution potential, is in the market? The near-universal reaction to the new reality is that the problem is with the overall economy, or age discrimination, or dirty capitalists taking advantage of someone who has already been betrayed, or—the list of improbable possibilities goes on.
PRE-EMPTIVE FIGHTING BACK
So, it's not just the millennials; it's all generations who have expectations for entitlements. The malaise afflicts all industries, not just the supply chain management community. We have been evolving into an entitled society, with expectations for others (governments at all levels, programs, behavioral incentives with tax and other implications) to meet our expectations, which we clumsily position as needs, requirements, and rights.
In an era of generational conflict, unmet expectations, and denied entitlements, here's how to rise above the fray, set yourself apart from the whiners, and better position yourself for moving up and out—winning in the long haul. Doing these things just might propel you from management in a supply chain context to leadership in a corporate context, with confidence enough to come out of turmoil and change to succeed in a new venue, as well:
Forget the past (but hold tight to timeless values); focus on executing today; pull the trigger on plans for tomorrow.
Get over the generational thing; there's a new one coming after the millennials; you were once the new kid, too.
Understand yourself as well as your motivations, triggers, styles, preferences, and personality. Then, understand those around, under, and above you. Learn how to leverage these attributes for optimal outcomes.
Learn (and practice) working in teams, collaborating, and communicating. Educate yourself on management tools and techniques as well as leadership requirements and attributes.
Never stop learning; sharpen your ax whether you need to or not.
Seek, and deliver on, projects and positions that make a difference, that contribute value, that make you stand out with peers and leaders.
Actually get something done—and make sure that leaders know who did it. Action is not accomplishment, counsels Carly Fiorina; ants are busy, but what are they busy at, asks Henry David Thoreau.
Master these, and expectations and entitlements will take care of themselves.
Supply chain planning (SCP) leaders working on transformation efforts are focused on two major high-impact technology trends, including composite AI and supply chain data governance, according to a study from Gartner, Inc.
"SCP leaders are in the process of developing transformation roadmaps that will prioritize delivering on advanced decision intelligence and automated decision making," Eva Dawkins, Director Analyst in Gartner’s Supply Chain practice, said in a release. "Composite AI, which is the combined application of different AI techniques to improve learning efficiency, will drive the optimization and automation of many planning activities at scale, while supply chain data governance is the foundational key for digital transformation.”
Their pursuit of those roadmaps is often complicated by frequent disruptions and the rapid pace of technological innovation. But Gartner says those leaders can accelerate the realized value of technology investments by facilitating a shift from IT-led to business-led digital leadership, with SCP leaders taking ownership of multidisciplinary teams to advance business operations, channels and products.
“A sound data governance strategy supports advanced technologies, such as composite AI, while also facilitating collaboration throughout the supply chain technology ecosystem,” said Dawkins. “Without attention to data governance, SCP leaders will likely struggle to achieve their expected ROI on key technology investments.”
The British logistics robot vendor Dexory this week said it has raised $80 million in venture funding to support an expansion of its artificial intelligence (AI) powered features, grow its global team, and accelerate the deployment of its autonomous robots.
A “significant focus” continues to be on expanding across the U.S. market, where Dexory is live with customers in seven states and last month opened a U.S. headquarters in Nashville. The Series B will also enhance development and production facilities at its UK headquarters, the firm said.
The “series B” funding round was led by DTCP, with participation from Latitude Ventures, Wave-X and Bootstrap Europe, along with existing investors Atomico, Lakestar, Capnamic, and several angels from the logistics industry. With the close of the round, Dexory has now raised $120 million over the past three years.
Dexory says its product, DexoryView, provides real-time visibility across warehouses of any size through its autonomous mobile robots and AI. The rolling bots use sensor and image data and continuous data collection to perform rapid warehouse scans and create digital twins of warehouse spaces, allowing for optimized performance and future scenario simulations.
Originally announced in September, the move will allow Deutsche Bahn to “fully focus on restructuring the rail infrastructure in Germany and providing climate-friendly passenger and freight transport operations in Germany and Europe,” Werner Gatzer, Chairman of the DB Supervisory Board, said in a release.
For its purchase price, DSV gains an organization with around 72,700 employees at over 1,850 locations. The new owner says it plans to investment around one billion euros in coming years to promote additional growth in German operations. Together, DSV and Schenker will have a combined workforce of approximately 147,000 employees in more than 90 countries, earning pro forma revenue of approximately $43.3 billion (based on 2023 numbers), DSV said.
After removing that unit, Deutsche Bahn retains its core business called the “Systemverbund Bahn,” which includes passenger transport activities in Germany, rail freight activities, operational service units, and railroad infrastructure companies. The DB Group, headquartered in Berlin, employs around 340,000 people.
“We have set clear goals to structurally modernize Deutsche Bahn in the areas of infrastructure, operations and profitability and focus on the core business. The proceeds from the sale will significantly reduce DB’s debt and thus make an important contribution to the financial stability of the DB Group. At the same time, DB Schenker will gain a strong strategic owner in DSV,” Deutsche Bahn CEO Richard Lutz said in a release.
Transportation industry veteran Anne Reinke will become president & CEO of trade group the Intermodal Association of North America (IANA) at the end of the year, stepping into the position from her previous post leading third party logistics (3PL) trade group the Transportation Intermediaries Association (TIA), both organizations said today.
Meanwhile, TIA today announced that insider Christopher Burroughs would fill Reinke’s shoes as president & CEO. Burroughs has been with TIA for 13 years, most recently as its vice president of Government Affairs for the past six years, during which time he oversaw all legislative and regulatory efforts before Congress and the federal agencies.
Before her four years leading TIA, Reinke spent two years as Deputy Assistant Secretary with the U.S. Department of Transportation and 16 years with CSX Corporation.
Serious inland flooding and widespread power outages are likely to sweep across Florida and other Southeast states in coming days with the arrival of Hurricane Helene, which is now predicted to make landfall Thursday evening along Florida’s northwest coast as a major hurricane, according to the National Oceanic and Atmospheric Administration (NOAA).
While the most catastrophic landfall impact is expected in the sparsely-population Big Bend area of Florida, it’s not only sea-front cities that are at risk. Since Helene is an “unusually large storm,” its flooding, rainfall, and high winds won’t be limited only to the Gulf Coast, but are expected to travel hundreds of miles inland, the weather service said. Heavy rainfall is expected to begin in the region even before the storm comes ashore, and the wet conditions will continue to move northward into the southern Appalachians region through Friday, dumping storm total rainfall amounts of up to 18 inches. Specifically, the major flood risk includes the urban areas around Tallahassee, metro Atlanta, and western North Carolina.
In addition to its human toll, the storm could exert serious business impacts, according to the supply chain mapping and monitoring firm Resilinc. Those will be largely triggered by significant flooding, which could halt oil operations, force mandatory evacuations, restrict ports, and disrupt air traffic.
While the storm’s track is currently forecast to miss the critical ports of Miami and New Orleans, it could still hurt operations throughout the Southeast agricultural belt, which produces products like soybeans, cotton, peanuts, corn, and tobacco, according to Everstream Analytics.
That widespread footprint could also hinder supply chain and logistics flows along stretches of interstate highways I-10 and I-75 and on regional rail lines operated by Norfolk Southern and CSX. And Hurricane Helene could also likely impact business operations by unleashing power outages, deep flooding, and wind damage in northern Florida portions of Georgia, Everstream Analytics said.
Before the storm had even touched Florida soil, recovery efforts were already being launched by humanitarian aid group the American Logistics Aid Network (ALAN). In a statement on Wednesday, the group said it is urging residents in the storm's path across the Southeast to heed evacuation notices and safety advisories, and reminding members of the logistics community that their post-storm help could be needed soon. The group will continue to update its Disaster Micro-Site with Hurricane Helene resources and with requests for donated logistics assistance, most of which will start arriving within 24 to 72 hours after the storm’s initial landfall, ALAN said.