Competitive concoction of interdependencies in Supply Chain Management-AI, Organizations, Leaders, Bosses and Teams.

A hallmark of a well-aligned organization is its ability to adapt and realign as needed and based on demand. To ensure long-term viability, an organization must adjust its structure to fit new economic realities without diminishing core capabilities and competitive differentiation.?Change management in this regard will contribute in improvements in efficiency and decision quality because of AI which will lead to improvements in morale and other organizational cultural areas.

Today, organizational structures are changing swiftly—from virtual organizations to other flexible structures. Leadership should understand the characteristics, benefits and limitations of various organizational structures to assist in this strategic alignment. Building the right teams, leaders and bosses must be ready for future proof artificial intelligence (AI). The teamwork methodology needs to reskill as (AI) will be aggressive. Generative AI is going to usher in massive productivity gains and improved cost structures for businesses of all types. Employees will be not only dramatically more effective and productive, and needs to foster curiosity to learn, but also freed to achieve new levels of creativity and innovation.

There are four (4) types of organizational culture; clan culture (team), adhocracy culture (flexible/agile), market culture (emphasizes competitiveness not only between the organization and its market competitors but also between employees), and hierarchy culture (strong emphasis on structure, order, and rules).

The above mentioned cultures leads us into a strong emphasis on structure, order, and rules. traditional organizational structures tend to be more formalized—with employees grouped by function (such as finance or operations), region or product line. Less traditional structures are more loosely woven and flexible, with the ability to respond quickly to changing business environments. Organizational structure aligns and relates parts of an organization, so it can achieve its maximum performance. The structure chosen affects an organization's success in carrying out its strategy and objectives.

The notion of team, unity, and culture have always mattered - however the landscape has changed. Learnings over the past two years questions us with opportunities for growth, synergies and even reinvigorated company culture. Opportunity growth presents critical rattling of the comfort zone, future leaders, bosses, teams and organizations may embody a fluid, free-forming organization, member ownership and an entrepreneurial approach among all members including AI state of readiness.

Teamwork has been a key factor in the progress, evolution, and survival of humanity, thus every business has?strategic objectives?and established routines. The company's mission and vision, desired customer experience, employee interactions and preferences, values, norms, and external influences such as competition or industry trends, objectives, routines, unity, people, teams with time translate into organizational culture. Visual connectivity among different points within a defined and closed environment is known and defined as visibility.?As a leader, I've learned that it is critical to have a roving eye to ensure visibility.

Teamwork is considered one of the most effective work forms and this has proven to be an arena to trade off and demonstrating soft skills (the most critical SCM skills for future).?A Team Lead, must be committed to the team and the strategic objectives must be priority. As a leader, I've learned that investing time and effort into cultivating a team that feels valued and motivated can go a long way. Each team member has a specific role to help the unit succeed and gender has no place in an effective team. Teamwork and collaborative communication are prime to creating a workplace where everyone feels supported and empowered to succeed.

Historical data confirms that teamwork provides better results for organizations than individual work. Just like we gave Big data analytics (BDA) in supply chain management (SCM) a resounding growing attention, it is imperative that we usher AI with the same attention. This is due to the fact that AI will have a wide range of applications in SCM, including customer behavior analysis, trend analysis, and demand prediction.

Even the two forecasting methods in the supply chain will prove critical in addressing the new AI wave i.e. Quantitative: It uses historical data to define repetitive patterns. Whereas, Qualitative: uses data gathered from research, surveys, industry experts' interviews, case studies, and other sources. AI will be a driving force for such hard skills to be refined. As such, forecasting models have been widely applied in precision marketing to understand and fulfill customer needs and expectations.

As companies continue to evolve and increase their global presence, organizations look to technologies like artificial intelligence (AI) to empower these journeys forward. Leaders, Bosses and Teams will be forced by the environment to use these algorithms and their applications in supply chain management into time-series forecasting, clustering, K-nearest-neighbors, neural networks, regression analysis, support vector machines, and support vector regression. The current trends points to the fact that AI will provide insights for future research and modelling.

Nowadays, businesses adopt ever-increasing precision marketing efforts to remain competitive and to maintain or grow their profit margins. Capitalizing on opportunities for growth should not be done in a funnel for the sole purpose of faster time to market or employee efficiency. Instead, we should look through a broader lens when assessing the impact technology can bring to an organization. Aside from business gains, there is growing evidence that certain technologies can bring positive, tangible change to team culture and morale.

End to end Supply chain management (SCM) focuses on flow of goods, services, and information from points of origin to customers through a chain of entities and activities that are connected to one another. What glues this into efficient flows are teams, bosses and leaders. To attain this goal under the current trends attention to analysis of AI consumption must be a high priority. According to Forbes "companies using AI reported improvements across four key cultural elements: collaboration, collective learning, clarity of roles and team morale. This demonstrates that technology decisions are most effective long-term and widely beneficial when the “people factor” is taken into consideration during the decision-making process.

With SCM efforts aiming at satisfying customer demand while minimizing the total cost of supply, applying machine-learning/data analytics algorithms could facilitate precise (data-driven) demand forecasts and align supply chain activities with these predictions to improve efficiency and satisfaction. Structural gaps in roles, work processes, accountabilities and critical information flows can be improved in a long run with implementation of AI.

Furthermore, the state of readiness by companies should be enhanced and improve on capacity, capability and agility issues. C-level Executives (Leaders) will have agile eagle eye on more tactical responsibilities, miximizing the value of their leadership skills. Bosses they will find a healthy balance between managing, leading, and jumping into help when needed. Whereas, an agile team will rapidly deploy people to address shifting business needs?and close all gaps in terms of operations.

Ultimately, AI, Leaders, Bosses and Teams are a competitive concoction of interdependencies of these business elements and the need for them to adapt to change quickly and strategically are essential for success in the high-performance organization. When these four elements are in sync, outstanding performance is more likely.

Achieving alignment and sustaining organizational capacity requires time and critical thinking, yet it is doable. Organizations must identify outcomes the new structure or process is intended to produce.

This typically requires recalibrating the following:

• Which work is mission-critical, can be scaled back or should be eliminated.
• Existing role requirements, while identifying necessary new or modified roles.
• Key metrics and accountabilities.
• Critical information flows.
• Decision-making authority by organization level.