Twelve years ago, my life looked successful and positive from the outside. I had a good job as a senior supply chain director at Procter & Gamble, was paid a handsome salary, and lived in a high-end property overlooking the Singapore skyline. But something was missing. I felt unfulfilled somehow … lost and trapped. After a string of spectacularly failed relationships, with my health not the best, and ‘handcuffed’ to the golden cage of my well-paid job, I found myself in the middle of a classic midlife crisis.
English Blog
What is Your next SPRINT?
In autumn 2007, while working as Supply Chain Director with Procter & Gamble, I applied internally for a job, which sounded interesting … and daunting. The role would be to lead the integration of the Wella business in Asia by harmonising all 1,500 employees onto P&G contracts and moving Wella’s Enterprise Resource Planning (ERP) system onto the P&G SAP platform. The job was far too big for me at that stage.
The Power Of Creative Problem-Solving
It’s 1.30pm on March 30th, 1983 when Holger Bethke and his friend Michael Becker arrive at a particular corner in Schmollerstraße in East Berlin. The house they are looking for is right beside the “death strip” … the area surrounding the Berlin wall (s.above).
Disguised as craftsmen in blue work suits, they carefully open the locked doors with a picklock, making as little noise as possible. Once they are in, they hide in the attic for nearly twelve hours, eating sandwiches, drinking schnapps, and smoking cigarettes. Their plan to escape across the Berlin-Wall is highly risky, daring and dangerous. But, if it works, it is also a compelling tale of innovation … pure genius really.
What really matters to you?
When I worked as Supply Chain Director in Procter & Gamble, every year we completed a loss analysis. To do that, we picked a specific skin-care product and leveraged a tool called value-stream-mapping to map out the whole supply chain for each of the components and ingredients on a large white-board. The captured flow could lead back more than 12 months, when some of the raw materials were prefabricated.
Then, we looked at all the steps in the supply chain which actually generated value. For example, when we mixed the ingredients, filled the jar, put a label on, and added a cap to close the jar. You can imagine the actual value-creation-time was only a few minutes, whereas there were weeks and months lost in waiting, transportation, as well as other non-value-added movements.
Getting A Difficult Message Across
You may remember the newsletter about a client of mine who worked through a highly emotional situation with “the dictator.” Only a short while later, I encountered another client with an even trickier situation.
Chris is a calm and friendly 35-year-old manager, who struck me from the beginning as someone who was very kind. In a “fast-track” career, he had risen rapidly through the ranks of a medium-sized Swedish consumer electronics company. Based in the UK, he was now leading its global supply chain operations.
Chris absolutely loved his job. He viewed it “like a hobby” where he enthusiastically “created top-notch service solutions” for his clients. His passion for the job had him working 60-hour weeks for the last eight years. By his own admission, he’d been close to burn out two times and was currently doing double duty… handling two important job assignments within the company.
It presented a massive challenge.
Chris was not getting along well with his interim boss, the Managing Director of UK operations. “He attacked me personally” Chris said. The strained relationship created an unprecedented level of emotional turmoil, anger, and frustration in Chris.