The COO Imperative: How human emotions can unlock supply chain success


According to EY, virtually every Chief Operating Officer (COO) and Chief Supply Chain Officer (CSCO) in the world is scrutinising the strategic architecture of their supply chains. They are engaged in various stages of transformation to build supply chains resilient enough to withstand any disruption. Yet, in the backs of their minds, they are haunted by the ghosts of transformations past — the ones that didn’t unlock the value they set out to create.

Based on the findings of a research collaboration between EY teams and the University of Oxford’s Saïd Business School, three-quarters (75%) of operations executives (including COOs, CSCOs and their direct reports) we surveyed said they have experienced at least one underperforming transformation in the last five years. The emotional cost of an underperforming transformation can be significant.


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