admin In the backdrop of a rapidly evolving global economy, the ability to secure a competitive edge and harness the abundant opportunities within the supply chain is paramount. The intricate web of logistics, technology, and strategic vision in the modern supply chain landscape demands visionary leaders who can navigate this terrain effectively. These leaders not only adapt but drive change, enabling organisations to thrive amidst uncertainty. Among these distinguished figures, Alan Amling stands out as a trailblazer and influential visionary.
Alan Amling’s journey from a small-town boy in Grants Pass, Oregon, to becoming an influential leader in the supply chain industry is nothing short of remarkable. From his early days, Alan exhibited a natural aptitude for leadership and a passion for both sports and academics. As a high school student, he not only excelled in football, baseball, and basketball but also served as the Student Body President, demonstrating an early inclination for taking charge and making a difference.
“My goal is to help executives get out of their own way, uncover the hidden sources of friction holding back their organisation, and create long-term success” – Alan Amling
An Inspirational Journey
Alan Amling is a distinguished figure in the realm of supply chain and innovation. As a TED speaker and thought leader, he has honed his expertise in harnessing digital disruption for success. However, Alan’s journey is rooted in humble firsts. As a college student, Alan worked part-time washing package cars and loading and unloading packages from trucks. From there, he worked his way up to two Vice President roles and an illustrious career. With a remarkable 27-year career at UPS, Alan played a pivotal role in driving innovation and revitalising UPS’s venture capital programs for the digital economy during his tenure as VP of Corporate Strategy. His journey at UPS commenced as VP of Marketing for UPS Global Logistics & Distribution.
Currently serving as an Assistant Professor of Practice at The University of Tennessee, Alan imparts his wisdom in supply chain, strategy, and technology across various programs, including the online Master of Supply Chain, MBA, and Professional MBA. He has authored the groundbreaking book, “Organizational Velocity,” published in 2022, reflecting his commitment to sharing innovative insights. Alan is also the CEO of Thrive and Advance LLC, where he guides organisations on navigating the evolving supply chain landscape. He extends his influence as an advisor to supply chain startups and industry organisations. Alan holds a Ph.D. in Management from Kennesaw State University, an MBA from Indiana University, and a BA in Business and Psychology from Lewis & Clark College.
Paving the Path to Excellence
After a successful run at UPS, Alan’s journey took an academic turn when he decided to pursue a Ph.D. His research focused on cracking the code of why some companies can adapt to change while others remain stagnant. His guiding light during this journey was none other than the Father of Disruptive Innovation, Clayton Christensen. This was also the beginning of the famed ‘OV’ Saga. Alan conducted extensive interviews with corporate, startup, and military leaders, distilling their insights into a groundbreaking book, “Organizational Velocity,” which was published in March 2022.
Thrive and Advance LLC: A Catalyst for Change
Alan’s pursuit of innovation didn’t stop with his academic endeavours. Today, as the CEO of Thrive and Advance LLC, he continues to be a catalyst for change, working tirelessly to help executives uncover and eliminate the hidden sources of friction that stifle growth. His approach is results-driven, focusing on achieving tangible improvements rather than simply billing by time. Thrive and Advance LLC offers a range of services, including keynote addresses, workshops, advice for startups, and consulting on organisational competitiveness and supply chain opportunities.
Thrive and Advance LLC Calendar for 2023
In 2023, Alan has been passionately conducting keynote addresses and workshops on the following four topics:
- Playing to Win in the Age of Uncertainty and Overload
Global executives grapple with navigating an increasingly uncertain world, potentially leading to decision paralysis. The presentation focuses on addressing key supply chain challenges and providing pragmatic strategies for enhancing executive decision-making in times of uncertainty.
- War, Weather, and Wuhan: Understanding the Changing World Order of Trade
Global supply chains are undergoing profound transformation due to geopolitical conflicts, sustainability issues, and the pandemic. Simultaneously, empowered consumers are driving increased demands. Dr. Amling’s presentation contextualises these shifts, offering actionable strategies for businesses to thrive amidst the disruption.
- Organizational Velocity
Drawing on insights from Alan’s 2022 book, “Organizational Velocity”, this presentation distils critical lessons learned from corporate, startup, and military leaders, while combining them with Alan’s hands-on experience. The result is a compelling narrative filled with stories, examples, and actionable advice, empowering established firms to excel amid disruption.
- When Pigs Fly: Staying Ahead of Change When the Impossible Becomes Possible
Based on his updated 2015 TED Talk, Alan delves into the convergence of technologies that have shattered long-standing structural and industry barriers. This transformation has paved the way for entirely new business models to thrive and reshape industries.
A Multi-Faceted Approach
Apart from workshops and keynote addresses, Alan dons the advisor hat for several supply chain startups. Currently, he is working with organisations in the Supply Chain and Technology industries. As for consulting, Alan’s expertise covers wide ground – right from advising Private Equity companies on supply chain investments to focused projects aimed at de-risking global supply chains and driving digital transformations.
“In the Uncertainty Economy, forecasts are obsolete as soon as they are implemented. Businesses today need to be able to not only plan and act, but sense and respond” – Alan Amling
Claiming a Distinct Niche
Alan Amling’s approach to supply chain management sets him apart from his peers. He combines the rigour of an academic with the hands-on experience of a 27-year industry veteran.
His fundamental belief contradicts the notion that business is solely profit-driven. “One of my core beliefs is that the saying, “It’s only business” is one of the biggest lies we tell
ourselves. It’s not “only business” to the employee of an underperforming company that has to
layoff staff or, worse yet, goes bankrupt. It’s not “only business” to the employee on the front
lines who feels invisible, unheard, and underutilised”, propounds Alan. He helps companies identify the hidden sources of friction arising from the gap between the senior executive’s cultural statements and the actual day-to-day operations of the company.
Moreover, unlike other consultancies, Alan believes in judging the success of Thrive and Achieve by tangible improvements. He asserts, “I judge the success of Thrive and Advance, LLC the same way I want my clients to judge me, by results. Most consulting organisations bill by time. My preference is to agree on the tangible improvement clients want to see in their organisation and build a program to achieve those results.”
Organizational Velocity: Alan’s Pioneering Concept
Central to Alan Amling’s influence in the supply chain industry is his pioneering concept of “Organizational Velocity” (OV). “Organizational Velocity” delves into the hidden sources of friction within companies that hinder their ability to adapt to change and, ultimately, get disrupted. Drawing from the extensive research and real-world examples, the book sheds light on why established companies often struggle to embrace disruption, despite the plethora of available resources and advice.
OV is not merely a buzzword but a dynamic framework that has redefined the way companies adapt and thrive in today’s fast-paced business landscape. OV is a rapid learning paradigm characterised by iterative observe-accept-act cycles, propelling organisations forward. It is the bedrock of companies built to last, enabling them to observe and accept changes in the external environment, ultimately preparing them to act at the most opportune moment.
OV leaders need to strike a delicate balance between embracing radical change and adhering to acceptable norms. This concept challenges organisations to constantly push the boundaries of their comfort zones and explore emerging technologies and business models. It encourages a mindset of becoming comfortable with being uncomfortable.
Critical Components of Organizational Velocity
Alan’s Organizational Velocity is not a mere theoretical concept; it is a practical and actionable framework that empowers organisations to stay ahead of the curve. It enables them to adapt to changing circumstances and seize opportunities at the right moment, ultimately propelling them towards sustainable success with the following core principles:
- Observe: Alan’s OV approach emphasises using technology to cast a wide net of observation, ensuring that companies stay vigilant in monitoring their external environment. It encourages the exploration of emerging technologies and business models, encouraging organisations to adapt and evolve continuously.
- Accept: Acceptance is another key component of OV. Alan’s approach underscores the importance of using technology to sift through the noise and identify the most relevant signals in the ever-changing business landscape. It encourages organisations to tackle internal “blockers” that may impede progress.
Embracing Disruption: Creating Forever Companies
Implementing the ground-breaking concept of Organizational Velocity, Alan firmly believes in creating “forever companies” that focus on long-term success while executing in the short term. This approach involves:
- Establishing a “Forever Company” Mindset: Alan encourages organisations to adopt a mindset focused on long-term success. This perspective promotes a strategic approach that goes beyond immediate gains.
- Fostering Trust: Trust is a fundamental element of Alan’s approach. Building trust within an organisation is essential for effective collaboration and innovation.
- Eliminating Friction: Alan’s work centres on uncovering and eliminating the hidden sources of friction that hold organisations back. This process is crucial for unlocking new growth potential.
- Understanding Critical Skills and Capabilities: Alan emphasises the importance of identifying and acquiring the critical skills and capabilities needed to thrive in the digital economy.
- Creating a Learning Culture: Alan’s approach involves creating a culture of continuous learning, ensuring that organisations remain agile and adaptable.
- Adopting an Offensive Approach: Organisations that embrace an offensive mindset are more likely to succeed. Alan’s approach encourages teams to focus on pursuing outcomes that extend beyond the balance sheet.
Overcoming Challenges in a Supply Chain Role
According to Alan, the most significant challenge companies face derives from their past success. Leaders not open to new ways of thinking can sleepwalk their way to becoming irrelevant over time. Often, longstanding processes create obstacles the leaders aren’t even aware of. Alan helps companies identify and eliminate these hidden sources of friction slowing down their organisations. His strategy involves de-risking proposals through various methods, including small pilots, risk-sharing with partners, and showcasing successful projects in other industries. Alan’s experience serves as a valuable lesson on how to navigate the corporate landscape when change is met with resistance.
Technology as a Driver of Change
Alan Amling acknowledges the transformative power of technology in today’s business landscape. As Alan puts it, “Long-term survival is not about “sharpening the knife, it’s about creating new knives.” Thus, every company is a technology company, embracing and leveraging cutting-edge tech like AI, ML, and IoT to create ‘new knives’. However, Alan’s perspective goes beyond just adopting technology; it’s about understanding the order of change: People, Process, and Technology. In other words, technology is a powerful driver of change, but it must be accompanied by a focus on people and processes that support it. Leading with technology, without addressing the human and operational aspects, is a surefire way to fail. Alan’s viewpoint underscores the need for a holistic approach to technology adoption, one that places equal importance on the people and processes that drive its implementation.
Looking Ahead
Alan Amling’s journey from a small town in Oregon to the boardrooms of global corporations, his dedication to academia, and his commitment to driving innovation and change make him a true trailblazer in the world of supply chain management. He is not just an influential leader; he is a visionary who continues to shape the future of logistics and supply chain management.
As one of the 10 most influential leaders in supply chain 2023, Alan Amling’s story serves as an inspiration for all those who dare to think differently, challenge the status quo, and embrace the power of change. Alan’s work with #1 rated Graduate Supply Chain Program at the University of Tennessee, his advisory firm Thrive and Advance LLC, and his unwavering focus on long-term success set the benchmark for leaders in the supply chain industry. As we enter the last lap of 2023, Alan and Thrive and Achieve LLC are gearing up to help overwhelmed executives achieve growth by eliminating hidden friction sources in the organisation.
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