Firms tend to move assembly rather than production first. If the E.U. wants to play the game, they need to cohesively learn the Chinese rules of the game.
Many are of the opinions that economic globalization began to decline and digitization could provide new opportunities with businesses. How do you see this trend?
I think many people assume that digitization equals automation, which in turn, equals loss of jobs. What I think is that the world is extremely complex, and that is not happening anytime soon.
Digitization has boosted economic growth in two main ways.
First, companies have seen a major reduction in transportation and communication costs. Second, many new careers, such as data scientists, have emerged. What is critical is to stay ahead of the trend and capitalize on its potential.
Nike is a great example of the use of digitization to its advantage via a digital supplier network. Early in the pandemic, they were able to view their contract manufacturing and inventory network, and reroute in-transit goods to e-commerce warehouses. They did this in conjunction with a shift in their marketing strategy to focus on in-stock products. This agility buffered the impact on their sales.
Finally, the digital communication tools have fostered research advances, like those we have seen with the COVID-19 vaccines. Many fields such as medicine and surgery, transportation, manufacturing, and services are all seeing research advances as well. Because we live in a digitally connected world, we are able to provide products and services around the globe, even to developing nations.
Increasing number of businesses accept the concept of the “purpose-driven company”. What are in your view its major advantages and pitfalls? How can companies remain competitive while also looking at a wider horizon and assuming corporate citizenship?
The “purpose-driven” trend is really nothing new. We have seen it under the umbrella of corporate responsibility for many years, and now rebranded. As the social and physical environment changed, and as consumers demanded more transparency in product sourcing, being profitable was no longer enough.
Being purpose-driven is about doing no harm and ensuring that stakeholders are seeing the greatest possible benefits.
For many companies, the most significant impacts on the environment and the stakeholders are a result of the supply chain. Environmental efficiency has become part of the corporate strategy at many firms, as management aligns their core values with the vision and mission of the organization. Using this strategy to guide performance and then measuring this performance, can help deliver competitive advantage. This is why environmental performance, through reduction of their carbon footprint, has become a major objective in many supply chains.
This ties back to digitization, as we discussed earlier. Data collection must occur throughout the supply chain. There is a saying,
“That which gets measured gets managed.”
Digital technologies foster the collection of this data through collaboration and visibility. I think you will see this purpose-driven trend increase along with the escalation in digital ecosystems, all resulting in improved customer experience.
With regards to corporate citizenship, we saw some interesting examples during the COVID-19 pandemic, as businesses rapidly flexed their supply chains, furniture and apparel companies shifted production to PPE, distilleries began to manufacture hand sanitizer, and automobile manufacturers produced ventilators.