The Supply Chain Dialogues started in early 2023 with a simple idea: turn four decades of executive experience into structured conversations about what actually goes wrong in operations, supply chains, procurement, and corporate design — and what to do about it.
Season 1 laid the groundwork. Working with AI co-host Amy, the episodes walked through the core questions that reveal blind spots in any organisation: where value leaks, where processes break down, and where leadership gaps hide in plain sight.
Season 2 opened the door to guests. Practitioners and academics joined the conversation — on sustainability, GHG emissions, digital transformation, leadership, and the harder questions that rarely make it into management meetings.
Season 3 went deeper into sustainability and the path to Net Zero, exploring the human, organisational, and market forces that determine whether companies actually change — or just report change.
Season 4 drew directly on doctoral research into GHG emission reduction in discrete manufacturing. The findings challenged much of the conventional wisdom around regulation, measurement, and organisational size — and pointed toward what actually works.
All episodes are available on Apple, Spotify, and YouTube, with full transcripts available here.
Ep. 13: Who does What ? Where? And Why? Who tells whom what to do? - Aligning the "Division of Labour" with your organisation’s purpose, strategy and financial goals
Welcome to the third and final instalment of our mini-series on organisation design. We believe that aligning your organisation's design with the culture and markets it operates in can significantly reduce the need for costly redesigns and organisational reshuffling.Today, we will delve deeply into the overarching theme of "division of labour," a concept many companies consider strangely as a given. By clearly defining roles and responsibilities, we believe an organisation can mitigate friction between functions, positions, and hierarchical levels, allocating resources to work collaboratively for the firm's customers and products.
Enjoy!
Ep. 12: Stopping constant organizational re-design by fixing the functional design
What is the correct procurement setup? Central, de-central, or hybrid? If you had asked this question before 2010, many of my peers and I would have provided a very different answer then vs now. Life moved on, and today’s world requires more sophisticated, agile functional designs.
This is the second instalment of the mini-series about organisation design. We believe that if you design your organisation in line with the culture and the surrounding markets, the costly need for re-designing and organisational reshuffling can be minimised.
Enjoy!