Goal Clarity – Lost in Translation

Introduction

This is the first in a series of vignettes about supply chain that I will be sharing as part of my experience as an Executive Supply Chain Partner for Gartner. Since I spend so much time traveling to and working with clients, I’m calling it “Sojourns of a Supply Chain Road Warrior.” The stories will all be real but will never identify the actual companies or individuals involved. In every story there will be a message about the challenges and successes of supply chain teams and leaders.

This first piece is about a process manufacturing company and the clarity of goals and expectations on their supply chain.

One element of our service program for Chief Supply Chain Officers is our on-site qualitative 360-degree interview process. We interview key members and constituents of the supply chain organization to get a deeper understanding of the client’s supply chain strategy, organization, culture, people, process, technology, challenges, and risks. What we learn gets folded into our engagement plan with the client.

During the interviews at this company, one message came out very clear – the company cared a lot about cost.

It’s Cost, Right?

As I flew back home from the day of interviews, it struck me how often cost was mentioned. It was apparent that reducing cost was driving a significant share of mind throughout the organization. The planning, procurement, logistics, and customer service people all spoke of lowering cost. Since this company deals with the conversion of raw materials to finished products, the risks and benefits of inflation and deflation were brought up by everyone.

We ask about the top metrics in the organization as part of understanding how the supply chain measures success and how the supply chain itself is measured. Cost was unequivocally the #1 metric cited throughout the day. When probed for cost versus margin – the answer was consistently cost savings, cost reduction, cost this, and cost that.

The old-school procurement buying criteria priorities cliché came to mind … “It’s price, price, and price!”

The interviewees were 100% clear – cost was their primary driver.

One Last Check

The last part of the assessment process is a call with one or two of the senior-most executives as a means of checking alignment with what we hear during the interviews. The last call was with the operations leader on the executive staff of the company.

I asked about the expectations of the supply chain and their key metrics early in the final interview call. The executive talked about the bigger role the company needs from their supply chain to drive the business. Then he called out the supply chain’s role in driving profit.

I had to ask: “What about cost reduction? The people all said how important cost reduction was. No-one mentioned a word about margin or profit.”

We discussed the difference between materials cost reduction as a primary focus and the broader role of supply chain driving end-to-end improvements. The latter was where he saw the most opportunity.

Somehow, the team was not hearing this the same way.

Goal Clarity

Something was lost in translation. Somewhere between the executive suite and the managers and directors leading the supply chain functional organizations, profit was replaced by a maniacal focus on cost reduction.

Supply chains are always in the hot seat when it comes to cost management. Millions and millions of dollars are spent to produce and deliver products and then service them. The most mature supply chains look beyond pure cost and focus on driving value across their network. Value may be achieved by bringing products to market faster or aligning closely with suppliers to bring innovation to the market or by providing services to customers beyond the actual product being delivered.

A supply chain that focuses too narrowly on cost misses the opportunity to see and integrated, end-to-end view of the world. This type of focus leads to an inside-out view of the world instead of outside-in where customer value looms. When the supply chain becomes insular, value escapes through the crevices between the many nodes of the supply chain network.

The guidance to the client’s executives was the need to clarify the importance of profit and margin over cost. They needed to highlight where cost reduction was important and where end-to-end value to their customers was essential to their success. The executives needed to accentuate the perspective of profit as something the supply chain had to drive for the company end-to-end. Only then will the supply chain focus on the most opportune areas to drive the profit that the company wants and needs.

Does your supply chain clearly understand their key business objectives? Don’t let it get lost in translation!

Michael Massetti is an Executive Partner with Gartner who really does enjoy being a supply chain professional! Seriously. All opinions are my own.

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Language Matters – Purge Pesky Personal Pronouns

Introduction

This is the second in a series of vignettes about supply chain that I will be sharing as part of my experience as an Executive Supply Chain Partner for Gartner. Since I spend so much time traveling to and working with clients, I’m calling it “Sojourns of a Supply Chain Road Warrior.” The stories will all be real but will never identify the actual companies or individuals involved. In every story there will be a message about the challenges and successes of supply chain teams and leaders.

This piece is about the impact of the linguistics supply chain professionals use to discuss what they work on and what they need to change or fix. Language matters! If we cannot communicate effectively with our constituents in or outside of our company, we will fail miserably.

We were discussing metrics during recent supply chain assessment interviews with a client. I measure alignment of the CSCO’s top 3 metrics with his or her team’s view to gauge organizational consistency. When the question about forecast accuracy came up, the client said, “Their forecast accuracy is terrible, no wonder they don’t like when we measure it!”

Is It What You Say or How You Say It?

As I flew back home from the day of interviews, the forecast accuracy comment reverberated loudly in my mind. I’d seen that movie before and remembered how difficult it was to separate the intent from the personal attack implied in the wording.

I routinely share communications effectiveness advice with my clients. All too often, supply chain initiatives fail due to the inability of the team and its executives to influence constituents to buy-in and engage on great supply chain ideas, like S&OP improvements.

What causes some initiatives to never take hold? One contributing factor is what and how the messages are conveyed. If the supply chain team walks around telling everyone how much their asset utilization will improve or how excess inventory will be reduced or how factory efficiency will increase they are likely to get a significant amount of eye rolls by those who they corner to discuss the stuff. The listener can’t get out of there fast enough.

If you cannot speak the language of the business, your supply chain initiative will go over like a heavy rain during a picnic.

What they are saying makes sense. How they are saying it makes no sense … to the listeners. Language matters!

Are You Talking to Me?

In a prior role I witnessed an excessive use of personal pronouns during our supply and demand matching meetings. While the teams had worked together for a number of years, they were talking at each other and not with each other. The constant “you, your, yours, and I, me, mines” had slowly and steadily built a wall between the groups.

Who wants to work on an initiative when it starts with “Your forecast accuracy is why our inventory is too high!”? Not me, that’s for sure.

What they were saying is that forecast error was high and that it led to higher inventory in too many cases – even excess material that had to be written-off and discarded.

How they said it implied that the individual was performing poorly and was affecting their work. The conversation should have opened up a discussion about what drove the accuracy issues and how the teams could work better together to resolve it.  Instead, there was a stalemate as both sides acted defensively – meaning nothing got discussed or resolved.

If you are going to make a point about change or improvement, keep the other person out of it. Say something akin to “The forecast error is high.” Or, “The data show that excess inventory levels have increased as the forecasts have been above actual demand consistently.”

No-one is offended when there is no mention of I, me, you, your, they, theirs, and so on. That said, using “we” more often is definitely a way to build engagement and alignment.

Getting the Message Across

Something is definitely lost when the message comes across as a personal affront, even if it is not meant to be one.

During the assessment interviews I typically look for common themes or differences between what the various participants tell me. It’s rare I give advice directly at this juncture of the relationship. After the client made the comment above, I could not let it go.

“Do you speak to the demand planning or sales team like that? You call it ‘their forecast’?”

I got one of those “why are you asking me that question” looks.

I told him that asking it in a manner that the receiver will hear as personal, he’d never be able to drive resolution. He made it sound like the person was doing a poor job. It’s imperative that one separates the message from the recipient (or sender).

Whatever you do to ensure clarity and understanding of your messages, be sure to keep the focus on what is wrong or what needs to get addressed, not who’s part of it.

Does your supply chain clearly understand how to communicate issues and opportunities? Don’t let it get lost due to pesky personal pronouns!

Michael Massetti is an Executive Partner for Supply Chain with Gartner who really does enjoy being a supply chain professional! Seriously. All opinions are my own.

Help! and the Trifecta of Vocal Fills

The Beatles were masterful song writers, composers, musicians, and singers. Their library of music is rich with tricks and techniques that captured the ears (and hearts) of their fans then and now. Their compositions and recordings remain relevant decades later.

Help! was released in July, 1965 and became The Beatles’ 10th overall #1 single. It came out after Eight Days A Week in February in the US and after Ticket to Ride, which was released in April of that same year, continuing the relentless march of number 1 singles the Beatles achieved in such a short time.

Help! was The Beatles’ second movie and soundtrack album. Both albums (including A Hard Day’s Night) lead off with a title track that displayed musical magic and severable memorable “bits”, as Paul often says to describe their music. In particular, the harmony and backing vocal fill tracks in the verses of Help! danced between leading, trailing, and in synch with the lead vocals.

By this time, the collaboration between the four lads and their esteemed producer (and, 5th Beatle), George Martin, was paying tremendous dividends. The title for the movie was presented to them in April. Within two weeks, John had written the song and the first recording was on April 13. The finished product demonstrates how tightly coupled the Beatles were with George and what they could achieve, even under tremendous time pressure.

Help! was truly a call out by John as his life ventured from struggling artists to global superstars and was quite a departure from the love songs they wrote that dominated 1964 and early 1965. Originally written as a more melancholy blues song, The Beatles “popped” it up to capture the delight of their worldwide fans – most likely encouraged by George Martin to speed up the original pace of the song.Help Figures

You may remember, as they entered 1965, their ages ranged from 21 to 24. Nothing could have prepared them for the immense popularity they had already achieved. Nor could they have anticipated the pressures that mounted with every successful album, movie, concert, and more. Life was no longer simple. The Beatles were no longer “just a rock and roll band” as John liked to lament.

Let’s start with the first verse. After the opening chorus with all three Beatles singing “Help!” in advance of John’s solo bits such as “I need somebody” and “Not just anybody,” all three sang in pleading voices “Help!” The first verse begins with Paul and George singing “When …” John proceeds to sing the lead.

Within the first three lines of this verse, Paul and George proceed John’s lyric, follow immediately in harmony, and then sing along together. They continue to bounce from proceeding to trailing and synchronously.

 

LEAD – John BACKING – Paul & George Vocal Fills
  When Lead
When I was young    
  When I was young … Lag
… oh so much younger than today    
  I never need Lead
I never needed anybody’s    
… help in any way … help in any way Synchronous
  Now Lead
But now these days are gone    
  These days are gone … Lag
And I’m not so self-assured    
  And now I find Lead
Now I find, I’ve changed my mind,    
I’ve opened up the doors I’ve opened up the doors Synchronous

 

The song is loaded up with vocal fills that go back and forth during the verse. The Beatles established an early pattern of Lead-Lag-Lead-Synchronous in the first verse. Additionally, as they did often in their early recordings, there was both a mono and stereo version of the song. The vocal fills remained the same, though.

Help! moves along at a nice pace as it sits on a steady rhythm the lads provided with John’s acoustic guitar, George’s electric guitar, Paul’s bass, and Ringo’s drums and tambourines. One almost loses the fact that John is making a plea for support after nearly 2 years of Beatlemania has enveloped the 4 young lads due to the song’s upbeat energy.

In the chorus, John leads with “Help me if you can I’m feeling down and I do appreciate you being ‘round” before Paul and George join back in during “Help me get my feet back on the ground … won’t you please Help! me.” In contrast to the verses, they reverted back to instrumental fills of lead guitar by George and drums by Ringo to tie it all together.

The words beg the listener’s emotions to feel sympathy and somberness for John. At the same time, the song moves along with a vibrant gripping pace. Help! is filled with lyrics and music that hold steady throughout, almost distracting one from the darker message. Later on, John would acknowledge how happy he was with the song and it was the first of many of John’s truly introspective and honest songs.

The second verse provides more of the same back and forth and repeats the Lead-Lag-Lead-Synchronous fills of Paul’s and George’s backup vocals.

 

LEAD – John BACKING – Paul & George Vocal Fills
  Now Lead
And now my life has changed    
… in oh so many ways … my life has changed Lag
  My independ … Lead
My independence seems to    
… vanish in the haze … vanish in the haze Synchronous
  But Lead
But ev’ry now and then    
  … now and then Lag
… I feel so insecure    
  I know that I Lead
I know that I just need you like    
 … I’ve never done before … I’ve never done before Synchronous

 

The final verse is a repeat of the opening one, but they changed the pattern just a bit. The first part of the verse has John singing solo with a bit more sadness in his tone. The second half picks up from the earlier pattern of Lead-Lag-Lead-Synchronous backing vocals.

LEAD – John BACKING – Paul & George Vocal Fills
When I was young    
… oh so much younger than today    
I never needed anybody’s    
… help in any way    
  Now Lead
But now these days are gone    
  These days are gone … Lag
And I’m not so self-assured    
  And now I find Lead
Now I find, I’ve changed my mind,    
I’ve opened up the doors I’ve opened up the doors Synchronous

 

And, in the end, they replay the chorus just as they did the prior two times. To end the song, they truncated the flow with their final “Help me, help me … oooooohhhhhh” and faded out.

Help! is an example of the Beatles’ creativity and innovation. As singers, songwriters, musicians, and composers, The Beatles developed a bag of musical and lyrical tricks second to none. The vocal fills in Help! is an early example of how creative they were despite the time pressure of a major movie release looming.

Clearly, they really did not need much help at all.

beatles-cd-help-stereo-mexican-23

Coaching in Awkward Situations

Prologue

Coaching moments are not always obvious. What might start out as a humorous, questionable, or awkward situation may evolve into a perfect opportunity to step back and provide some impactful advice and counsel.

Our team’s global teleconference calls frequently provided just that chance. We regularly had ~300 people from more than 10 countries and 50 locations on our quarterly updates. Our operations reviews had slightly fewer participants.

You know the drill – regular, virtual meetings to update everyone on the progress and activities of the organization.

Typically, you learn to recognize voices quickly. Regardless, many insist on continuing to re-introduce themselves to the audience that already knows them well. “Yes, Emily, please continue.”

You also learn speakers’ habits … especially of those who participate frequently. Some speakers may have speech patterns or verbal ticks that can become annoying to some audiences. Some may even become chat-room fodder for the distracted teleconference meeting participants.

Let’s start here.

 

Saying Um

When Opportunity Strikes

Conference calls can be tough. Staying on track and being both effective and efficient with time is a challenge. Echoes due to poor phone connections, background noises, the unintentional use of the mute button, and questions such as “Can you go back one slide?” make achieving all of the call’s goals difficult.

One of our peer directors that had a key role in cross-organizational communications was required to speak often; he regularly led the conference calls. He had one of those vocal habits that grated on people, like fingernails on a chalkboard: he constantly used filler expressions. Filler expressions are useless words or phrases that create a pause in the conversation such as, “I mean” or “you know.” If used infrequently, they are less obvious as audiences usually focus on digesting key messages rather than analyzing every single word streaming from the speaker’s mouth.

Most of us are prone to use a filler word or two. Like, I mean, you know, those words that do, er, absolutely nothing for the content of the conversation other than creating an, um, you know, annoying or distracting pause. Right?

Derek’s vocalized pause of choice was “Um” and he said it quite often. Actually, he said “um” so often that nearly everyone on our calls became absorbed with keeping and posting the “count” on a subgroup instant message thread during our 100+ person calls.

“10! 25! 50!” And, so it went. Needless to say, this little “joke” got old fast and meetings devolved to the point where we all thought, “I hope Derek is not speaking today.” Unfortunately, he always did speak and everyone continued to keep score, whether consciously or subconsciously.

During one such two-hour meeting the count neared 100. Something had to be done. Instead of Derek’s intended message coming through to the audience, the “ums” seemed to completely obscure his important business communications.

What should be done about this?

 

Stop Saying Um Star Trek

Time to Coach

I thought about this for a bit after one call and felt terrible that one of my peers was unknowingly being mocked due to something that many speakers suffer from, so I called his office.

“Hey, Derek. What did you think of that call?” We chatted for a few minutes. “Derek, I have a question for you. Has anyone ever given you feedback about your speaking style?” “No, Michael, no one has. Why?”

I knew Derek well and I was confident that he wouldn’t mind my ribbing him so I decided to use his filler word of choice in my explanation.

“Derek, um, I want to share something about, um, the way you, um, speak during our calls. Um, you have a tendency to, um, say ‘um’ often. In fact, way too often.”

No one had ever bothered to share this issue with Derek. I was nervous at first, but he took it well. His involvement in our organization and business meetings was too important for his communications problem to be treated as flippantly as it had been.

Derek asked, “What should I do about it?” I inquired if he had ever considered Toastmasters. He hadn’t. I suggested that he seriously consider joining them and added that the company would probably pay for it.

He thanked me with deep sincerity and an also-noticeable degree of embarrassment. I told him that he’d do just fine!

Derek enrolled in Toastmasters shortly after the conversation. I told our boss what I had spoken to Derek about to ensure that the idea would gain traction.

 

Bad Habits Die Hard

And In the End

I shared the conversation with several of the scorekeepers over the next few weeks so that the background games would stop. Improving the habit of using filler words takes time.

At first, Derek’s pauses were more awkward than natural as he focused intently on reducing the “ums” that had infiltrated prior conversations. Sometimes improvement comes after a step or two back. By the time six months had elapsed, he was well on the way to being completely de-ummed.

At one point later that year we were together and discussed what he had been doing. Joining Toastmasters was a seminal moment for him. It had dramatically improved his speaking pattern in several ways and he was grateful that someone had been brave enough to make him aware of this habit. The conference call tracking games were now ancient history.

 

Making It Work … For You

What made this coaching experience successful? First, it started with a clear example of an issue to be resolved. Second, it was addressed during a private conversation because coaching is best done one-on-one as it keeps the recipient from becoming defensive or embarrassed. Third, the approach was rooted in trust, authentic concern and support. Derek had no reason to question my motives for speaking with him despite the levity of the approach I had elected to use.

As a professional, colleague, or leader, one has to remain conscious of what transpires in a given setting. Coaching moments rarely advertise themselves with bright, flashing neon lights. Most of the time, they are more subtle such as in the story above where they may present themselves in a more embarrassing or awkward manner.

True coaches and mentors do not shy away from these opportunities. Rather, they address the situation as a coach or advisor should, directly and candidly with the coachee. More often than not these opportunities develop into a successful endeavor.

It is very important to remain aware of the environment in which you and your colleagues are in. The subtle undertones of office humor may actually be a sign of the need for coaching intervention. The next time you encounter a situation that may require coaching, identify the issue, devise a plan, and, as a team, come up with a solution.

 

Michael Massetti is an Executive Partner with Gartner who really does enjoy being a supply chain professional! Seriously. All opinions are my own.

Additional articles about coaching and leadership from Michael …

Dear Dad …

Dear Dad,

Happy Father’s Day. The last time we got to spend Father’s Day together was 1979, a very long time ago. I was not yet 22. Just over one year later, you left us. It seems like forever ago. More time has passed since you died than the time I got to spend with you. We missed the best of times – the transition of a hyper-active, over-achieving first son into manhood and fatherhood.

You left suddenly on July 27, 1980 after a very long battle with heart disease. The same ugly disease that took your mom when you were only 9, your oldest brother before he turned 40, and your youngest sister. Thankfully, that gene seems to have been thwarted.

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I was driven by you from as young an age as I can recall to be successful. No matter how well I did, “You can do better, Michael” was what you told me. It’s never left my psyche. I compete with myself to this day – sometimes that’s been great for me, others not so much.

I always wanted to live up to whatever hopes and expectations you had for me. I put the picture of you and me sitting on a dormitory bed at Notre Dame after the graduation ceremony in 1979 on social media every year. I know how proud that made you, you never got to finish high school. And, the one with us wearing hats on our couch with the caption “Men in hats!”

I never got to hear directly from you about how proud of me you were. Mom always told me when we reminisced about you. I learned a lot about it at your wake and funeral when the long line of friends and colleagues you had paid tribute. It did not take away the sting of your death.

I never got to call you when those life’s moments faced me and I was not really sure what to do. I never got to call you when celebrating a great moment, like the birth of my two daughters. They never got to see either grandfather as both of you died well before your times. Trust me, there were many times I needed to call you …

What lingered in my mind too long was the summer after 4th grade when you punished me to write “I must be good and I will be good” after a school year of straight A grades but “Not Acceptable” in conduct – I was very hyperactive and not challenged in school. Nevertheless, it was a very long summer being stuck in the house every day. Regardless, I knew you were serious.

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What I know now that I did not know then is that you developed in me a very strong sense of self-confidence. The hyperactivity of youth became a constant personal energy source. I am always positive with a hopeful outlook on life. If I’m known for anything, it’s the smile and infectious energy that I exude, thanks to you. You instilled that hope and faith in me while pushing hard to be the best I could be.

You’d be very proud of many of the things that I’ve accomplished in my career. You’d also be disappointed of the mistakes and bad judgments I’ve made. It’s all part of life. If there’s one thing about life that I’ve learned, it’s the fact that there are no guides to al

l the situations that you will face. “C’est la vie” is one of my overused clichés.

I wanted to be a great father, a caring and loving dad. There are many great memories for my girls but many difficult moments, too. It was almost 10 years between your death and the day I got to hear “Happy Father’s Day” said to me. It was almost more 10 years afterwards that the enormity of you being gone really struck.

I was laid off of work in 2001 but was back working in just under a year, I was fortunate. But unemployment hit me hard, harder than I could understand or admit at that time. I recalled

 

how hard our lives were in the mid-70s when you were out of work. I feared that moment for my own life every day since and I still do as I approach 60. It scared me more than anything had up to that point in my life.

Being out of work changed me forever, in many good ways and some bad. I really needed you then, but there was no one to call. The void was overwhelming. It was Father’s Day in 2004 that it really hit me about you being gone, I broke down and cried for what seemed like an eternity.

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When I look back on our short time together, I remember the great things like the first baseball game when you and our neighbor kept laughing at the goofy jokes of the ushers. The next thing we knew, we were in the seats behind home plate for the 2nd game of the double header. Or, how we managed our way through a weekend camping trip of nothing but pouring rain.

 

 

 

I remember the confidence you showed as we came home from a family visit in NYC when you gave me the keys to the car during another rainstorm while mom sat white-knuckled in the backseat of the car. With rain as the theme, our drive to Notre Dame the first time was wild when we could not see past the front of the Triumph Spitfire on I80 near Cleveland. All good memories.

It’s now 2017. 60 is just down the road. I’m healthy, employed, happily married, and watched my children grow. One is on the verge of great success. The other’s path is still uncertain. I did my best to get them where they have both gotten to. I know that they have to take it from here. I just wish they had met you.

Mom died three years ago. She lived happily after you left with her second husband. It’s just me, Rick, and Joanne now. Thankfully, we’re connected to many of our cousins and your closest sister, Millie.

I just visited my wife’s dad for Father’s Day, another NYC Italian of immigrants, just like you. He’s 96 and still kicking. I call him Dad. I tell my wife how lucky she is to have him around for her entire life so far, it’s a blessing.

I am grateful for every day that I have. I’ve had a lot more time than you did and I appreciate the chance to see my family all grow. I have 2 step-grandchildren, too. What a joy that is!

Well, it’s time to call it a day. To sum it all up, I beckon the call of Frankie, your musical love that has passed on down to me. In the song that you took as your own that I have since co-opted he says, “Regrets, I have a few. But, then again, too few to mention. I did what I had to do and saw it through without exemption. And more, much more than this I did it my way!”

 

Love you, Dad!

Michael

 

From Excellence to Legendary

The 3 plays in 372 days that made Derek Jeter a baseball legend …

 

Prologue

It’s not always easy to identify that moment in a professional athlete’s career when he or she has passed through the threshold of greatness to legend. By the time Michael Jordan finished his 3rd NBA championship, his legend was secure. For Wayne Gretzky in hockey, he transcended from prolific scorer to Stanley Cup Champion in 1984 and his legend was born. Others are defined by extended periods of greatness yet we struggle to find that moment in their career when they took that indisputable step forward.

As he waited to step into the batter’s box before the start of game four of the 2000 World Series against the New York Mets, Derek Jeter’s excellence was already established. By the time he finished his storied career, his iconic plays had been given monikers that all baseball fans knew – “The Flip”, “Mr. November”, “The Dive”, and so on. Like music fans remembering their favorite songs by the titles, Derek’s “Greatest Hits” all had names of their own.

His retirement after the 2014 season started the clock to the inevitable first ballot Hall of Fame induction in 2019. The only question is whether he’ll be voted in unanimously or not (no-one has yet achieved that in baseball).

As he readied himself, his stance, his bat, and his eyes on the pitcher that night no-one had a clue that his indelible mark on MLB’s storied history was about to be stamped on us with surgical precision.

With what was about to transpire over the next 372 days through three epic and game-determining plays, Derek Jeter would go from being an excellent shortstop on the winning-yet-again New York Yankees to a legendary shortstop on yet another dynasty in this amazing franchise’s history.

Why? Let’s explore it some more.

 

Game 4: 2000 World Series

The Yankees were clinging to a two games to one lead over the Mets as game four started at Shea Stadium in the 2000 World Series. The Mets held serve in game three to close the 2-0 gap to within one game of a tied series. Their late rally in game two put a scare in the Yankees – all three games were close. Would the pesky younger NY baseball siblings tie the series and make it that much more pressure-packed?

The Yankees had already won consecutive World Series titles and they were on the verge of winning the third. This game was a pivotal point for them to achieve that goal.

It happens rarely. No one ever expects it. When it happens, since it’s such a rare event, it’s always very emotional and powerful. To do it in the key game in the World Series against your crosstown rival, that’s taking it to an entirely different level.

Derek Jeter hit the very first pitch from Bobby Jones in game four of the 2000 World Series for a home run. Of course, the score was now 1-0 Yankees.

Yankees fans erupted with joy and you could feel the collective sense of Mets fans all being punched in the stomach with that hit. In one play, he turned the game and series into a Yankees 4-1 dominant performance to win their 3rd in a row and 4th in 5 years. Epic in any stretch of baseball that does not already include other Yankees’ dynasties.

 

“The Flip”

The 2001 MLB post-season was played under a dark cloud. Delayed by the terrible events of 9/11, baseball was hoping to generate excitement to help bring the country back together. The Yankees were again pursuing a championship. If successful, this would make 4 in a row.

The Yankees found themselves on the verge of defeat after losing two games at home against the Oakland Athletics. The A’s won two games against formidable Yankees pitching – Roger Clemens and Andy Pettitte were beat in close games. Losing two games at home and heading to the West Coast is not the script that manager Joe Torre or the team wanted.

Game 4 was another close won. Scoreless through four innings, Jorge Posada hit a home run in the top of the 5th to give the Yankees a 1-0 lead. The score remained 1-0 by the time the A’s got up in the bottom of the 7th.

Oakland was threatening the 1-0 ballgame with Mike Mussina pitching a gem. With a runner on first base, Oakland’s Terrence Long hit a ball into the right-field corner with two outs. With Jeremy Giambi rumbling around the bases towards home, the ball thrown by right-fielder Shane Spencer sailed over the heads of two cut-off men … heading towards nowhere land and a potential game-tying run.

Out of nowhere, Derek Jeter appears at a spot on the field near home plate that is nowhere near routine for a shortstop to be at that moment. Albeit, he was! He made an all-time back-handed flip to Jorge Posada to get Giambi out to end the inning and the threat. The Yankees held on to win 1-0 and eventually win the series. Disaster averted.

Jeter’s play not only saved the game, it was an instant classic for ESPN and others to play over and over again that night and to this day. It became known forever as “The Flip.”

Two down, one to go.

 

Mr. November

With the Yankees about to pursue their fifth World Series championship in six years and four in a row in 2001, the story had transformed from one about an all-time Major League Baseball team to a family rivalry.

The only other teams to ever have had this type of streak were the earlier historic versions of the New York Yankees. This group was attempting to stamp a dynasty rating on themselves that only their older siblings could rival. Yankees dynasties of the late 1930’s and early 1950’s had won four and five consecutive World Series, respectively. The team that had won four in the past five years had a chance to elevate themselves into the “greatest ever” debates.

Jeter was in the middle of it all and was poised to put his own mark on his role in this stretch of Yankees dominance as Mantle, DiMaggio, Gehrig and Ruth had before him. He had already proven himself with four rings, four All Star games, the never-equaled, same-season, All Star Game and World Series MVP awards, and played a leading role each season while hitting .331 over the 4-year stretch that ended in 2001.

3000 hits was years away. He had not yet emerged from “The Dive” with his face bloody. They were both years away at this moment in Derek’s career.

Then, with the unfamiliar position of being behind in the series and barely pulling out the prior win to take the series to 1-2 upon them, Jeter once again is there on center stage.

Joe Buck announced to the television audience what was shown on the big scoreboard – we were now officially playing on November 1. Everyone knew this was unchartered baseball territory.

Who made the moment his and only in the way a player could? Derek Jeter hits the home run that was heard around the world. The first home run ever hit in November in MLB’s history. It was the culmination of the lows and highs of what NYC and the USA had just gone through. Derek resurrected New York City’s spirit out of the horrible feeling that took down The Towers. And the Yankees were tied two games each with the Diamondbacks. Once again, Derek was at center-stage and delivered.

While that series ended with the Yankees losing, Derek’s legend was secure.

 

Cooperstown Bound

First, it was the lead-off home run against the Mets in game four of the 2000 World Series, then, it was “The Flip” in Oakland in the divisional series to save the Yankees from losing the series and then, finally, the walk off home run on November 1, 2001 against the Diamondbacks in game four at Yankee Stadium.

These three plays over the course of 372 days cemented the legend of Derek Jeter.

It was that night, that point in time on November 1, 2001 that one now realized Derek Jeter not only is but has also been an elite, legendary player who has been coming up with epic plays when it was critical for the Yankees his entire career. It’s at this instant, the culmination of 372 days and three larger-than-life moments in Derek’s history as the Yankees shortstop, that Derek Jeter became a baseball legend.

History tells us that Derek continued his greatness for thirteen more seasons – taking the Yankees to two more World Series, winning the final one in 2009. In 2011, Derek put gold plating on his already cemented legend with a home run for his 3000th hit (and went 5-5 that day, knocking in the winning run, too). On his last game ever in Yankee Stadium, he hit the game-winning, walk off hit to put that final exclamation point on his resume.

He finished his career with 3,465 hits – the most ever by a shortstop or by a NY Yankee – and number six all-time. His five World Series rings are second only to Phil Rizzuto, another NY Yankee, for shortstops. Of course, Derek’s #2 was retired by the Yankees.

 

Michael Massetti is a life-long NY Yankees fan and a lover of baseball. In his professional time, he is an Executive Partner with Gartner who really does enjoy being a supply chain professional! Seriously. All opinions are my own.

Procurement Integrity Breach – A Sure-fire Way to Get Fired

The following story is true; no names or companies will be mentioned.

“Hello, Rebecca. Great to hear from you this morning. What can I do for you today?” I said to my direct report on my cell phone.

“We have a situation that needs your attention.” Her voice foretold that this was one to pay extra attention to.

“What’s up?”

“I just got a call from corporate security. They are investigating three people in our company, two in our organization, for fraud and embezzlement of a supplier.” I was really sitting up tall now and turned away from the computer completely with a pen and piece of paper. “Please, go on.”

The details were still a bit sketchy but pointed to a serious breach of our business conduct guidelines. Security needed our support to do the full investigation. It was a no-brainer and we both agreed to proceed at full speed. I called my boss to provide what we knew and that I’d keep him aware.

The day had taken a turn for the worse. I was shaken by the reality that our people, our trusted procurement professionals, were being implicated for fraudulent behavior towards our suppliers. Is there anything worse than cheating your suppliers as a procurement professional?

 

The Most Fundamental Attribute of Procurement – Honesty & Integrity

The supplier-procurement relationship is the cornerstone of the engagement between two companies doing commerce with one another. A formal supplier relationship management process is the tool for managing collaborative relationships with suppliers to achieve the required business objectives and overall supply chain strategy. The most fundamental attribute of this relationship is a foundation of honesty and integrity between the two parties.

Suppliers engage with procurement in negotiations continually, sometimes formally during periodic pricing reviews, during requests for quotes, when issues arise that need to be addressed, and more. Both parties are always pushing for the best position they can achieve. To make this work, both sides must have the baseline assumption that each are being open and honest with one another.

Without honesty and integrity between the two organizations, the relationship will never achieve what it is capable of for both sides.

 

Reality Check – The Breakdown 

The story began to unfold. It was a lot worse than we imagined.

At the time, we were introducing new products on a regular basis. Several of the commodity categories were relatively new and suppliers were vying for key positions in our approved supplier list. The procurement team had the challenge of keeping supply available at the right price, quantity, quality, and performance in a highly competitive and dynamic period. Additionally, they had to continue looking forward for the next-best products. This meant a close relationship with engineering to evaluate and qualify the products and suppliers.

This is where it got out of hand.

The three people representing our company were working with one supplier that was very close to getting onto our approved list. If the supplier succeeded, their revenue might be a couple of million dollars per year and an opportunity to grow further with us.

The supplier was very hungry for our business. The procurement and engineering teams knew this. Somewhere along the line it broke down and segued to an unacceptable point – fraudulent behavior and attempting to embezzle the supplier. They crossed a line that sealed their fate with our company and broke every code of business ethics in the industry.

The three forced the supplier to hold “business meetings” at seedy establishments, take them out to extravagant and expensive dinners, and requested money / stock grants to elevate the supplier’s position on the qualification list if they played along. It went way too far and, thankfully, the supplier called our ethics hotline.

 

Conclusion

As the investigation proceeded, the choice was very clear. Rebecca and I stayed in close touch throughout. My boss told me he’d support our decision once we made it. It did not take us long at all once the final report came out. We decided that the perpetrators would be fired immediately. As it turned out, one of the procurement professionals had recently left, so the other two people were released.

It was our only choice. We knew that and it was quite an easy decision to make.

We knew that the credibility of our organization and the company would be irreparably harmed if we chose any other course of action.

What would happen if the word got out to other suppliers? How fast would the relationships we had worked so hard to develop with our supply base disintegrate? How much would our access to new technology be disrupted? The implications of any other choice were too great.

It was the the most difficult situation I’ve experienced with a supplier. It was also a decision that still resonates to this day.

 

Ethical Procurement Links

Please read the Institute of Supply Management’s Ethics and Business Conduct or Chartered Institute of Procurement & Supply’s and National Institute of Governmental Purchasing’s Ethical Procurement code.

 

What are your thoughts about this subject? Have you ever experienced this blatant of a situation in a supplier-procurement engagement?

 

ciao…mam

Michael Massetti is an Executive Partner with Gartner who really does enjoy being a supply chain professional! Seriously. All opinions are my own.

 

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