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(You will remember from One that a game is distinguished from a story by the network of options that a game has, as opposed to the single richly-developed thread of a story Much of the quality of a story is derived from the richness of the information it contains A story is thus all information and no processing A game derives its quality from the richness of the network of options it presents These options are only accessible through the process-intensive aspects of the game Games that are information-rich and process-poor are closer to stories than to the ideal game..

environment. How does your organization deal with change At some companies, Look beyond any transformation efforts are embraced. At oth- technical solutions ers, past experience has created a strong mistrust of large-scale initiatives, and only and consider the small steps are acceptable. softer factors of Also consider your business environment. How important is improving supply your culture and chain performance relative to other business environment. priorities Can the right resources be made available Although current performance may be well below what is dictated by your supply chain strategy, the reality of how your company operates may override what you view as a critical initiative, and other business imperatives may claim the resources necessary to execute the roadmap. If this happens, you ll need to adjust your ambitions accordingly. Finally, take the stability of your organization s management team into account, particularly at the most senior level. Next-generation supply chain practices have a major impact on decision making; as such, any new initiative will be shaped by the management team s vision of how decisions should be made. A lack of continuity at the executive level, especially during the more difficult, early phases of implementation, may destroy an initiative s momentum. If this is a concern, consider delaying the start of the roadmap execution until you are confident that you will have the ongoing support you need. Test your readiness to establish and manage the priorities for change by making sure that you can answer the following questions:

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What are your value objectives and priorities What type of change is needed to create the value Are ongoing supply chain initiatives still appropriate, or do you need to stop or redirect initiatives Given your environment (resources, other business priorities, potential management team turnover), what type of change is feasible Given your culture, what approach (big bang, small steps, etc.) is most appropriate

500U

Once you have consensus on your priorities, the next step is to identify the changes needed to support your value objectives. To do this effectively,

(Our hero is now a pole vaulter handcuffed to a high jumper They are attempting to leap; their attempt is obviously going to collapse in a tangle of limbs Their facial expressions indicate that they are aware of the likely outcome) Games must be designed, but computers must be programmed Both skills are rare and difficult to acquire, and their combination in one person is even more rare For this reason many people have attempted to form design teams consisting of a nontechnical game designer and a nonartistic programmer This system would work if either programming or game design were a straightforward process requiring little in the way of judicious trade-offs The fact of the matter is that both programming and game design are desperately difficult activities demanding many painful choices.

1.50M

you ll need to be familiar with each of the remaining core disciplines and know how you plan to approach creation of your supply chain process architecture, organizational structure, a plan for collaborating with selected supply chain partners, and appropriate metrics. Your solution design should focus on streamlining business processes and increasing the velocity of product and information flow. The overall objective: delivering the business value you used to set the priorities.

2.50M

3.50M

In essence, the solution design describes how work will be performed in the future In order to get this right, you ll need a clear understanding of how things work today Start by analyzing the major supply chain processes that drive the critical metrics and understand the sequences of processes and events As necessary, decompose these processes into smaller activities You are looking for causes of errors, non-value-added activity, redundancy, queuing, and any other factors that have an impact on process efficiency and effectiveness Let s return to Company X, where the management team is planning an initiative focused on implementing improvements to the overall orderfulfillment process As we saw in 5, from the customer s perspective, this process starts when a sales order is generated and stops when the product is received Analysis of the current process needs to be consistent with the customer s viewpoint.