Robin Joffe, Partner-Managing Director, Middle East, Africa, and South Asia, Frost and Sullivan, emphasises the value of fostering a collaborative culture and explains why organisations need a shift in mindset to address global challenges.
In an exclusive interview, Robin Joffe, Partner Managing Director, Middle East, Africa, and South Asia, Frost and Sullivan, talks to ET Edge Insights about the disruptions in supply chain management. The conversation extends to leadership and the importance of fostering a collaborative culture where Joffe discusses the role of technology, specifically AI and data optimisation.
Excerpts
What are the disruptions in supply chain management that drive innovation, and how can organisations address these challenges?
COVID-19 stands out as the key disruptor responsible for everything going haywire in recent years. In addition, the implementation of various stimulus packages led in inflation, causing yet another severe disruption. More recently, the ongoing conflict between Ukraine and Russia in Europe has further exasperated these challenges, prolonging their effects. Regarding mitigation and reduction of these effects, there are several strategies to consider. Companies must embrace diversification and digitalisation in their operations. Sustainability should be a focal point, and they should investigate exploring value-added services. This necessitates a shift in mindset and approach as organisations deal with these global challenges.
As a leader, how do you ensure the smooth implementation of sustainability and digitalisation initiatives in your organisation?
The crucial starting point is for companies to initiate these discussions at the beginning of any initiative, rather than treating them as an afterthought. Often, so many initiatives are developed, strategies are formulated, and only later is the need for digitisation or sustainability addressed as a separate fix. It should not be a matter of appeasing somebody; instead, it needs to be integrated into their organisational culture. If they begin with this approach from the top, it will become ingrained in the company’s culture.
Are there specific technologies benefiting supply chain operations across organisations or sectors? Are there any notable examples you’d like to mention?
I believe AI is one of the very important technologies that we must consider. Data is important, and so is understanding it. So, tools like data optimisation that are being created are going to allow companies to understand how to be more effective in their decision-making. So, if organisations can harness quality data on their customers and their suppliers, businesses can employ various tools to optimise their operations and enhance decision-making.
You mentioned collaboration and communication’s significance. As a leader, how do you nurture a culture of communication, collaboration, and innovation in your organisation?
Fostering collaboration isn’t a simple task. It does not just happen by saying it is going to happen; it requires continual reinforcement. Aligning the KPIs of all groups with collaboration as a key metric so that when people think about how they are being measured, it’s measured upon the basis of how much people collaborate, a.k.a., their collaborative efforts.
What is your leadership style, and how do you go about it?
Although I am responsible for making many of the company’s decisions, I view everyone as my partner within the organisation, regardless of the groups they belong to. I see each group, whether it’s facilities or research, as integral to the decision-making process. We come together and collaborate closely to create the steps that are needed for our company’s success, fostering a culture of continuous collaboration.
