亚太地区未来CEO：引领全球危机+CEO+for+the+Future-+APAC+,Leading++through+A+Global+Crisis

CEOfortheFuture:APACLeadingthroughaglobalcrisisThroughoutthedecades,companieshavehadtodealwithcrisesthataffectedtheirbusinesses—the1997AsianFinancialCrisis,the2009globalrecession,Asiantsunamis.ThedisruptioncausedbytheCOVID-19pandemic,however,isunlikeanythemodernbusinessworldhaseverseen.Ithasdrasticallychangedhowcompaniesoperateandhowemployeeswork.Althoughmanagingthroughacrisisisnotnewtoleadership,today’sorganizationsfaceunprecedenteddisruptions—moreoften,morecomplicated.Relyingonexistingtacticsisinsufficient;leadersneedtoupdatetheirplaybookastheyadapttothenewbusinessreality.Climatechange.Tradewars.Risinggeopoliticaltension.Economicuncertainty.Unknownthingswillkeephappening,andleaders,aswellastheirorganizations,needtobepreparedformoreshocks.AsoneCEOinHongKongSARputit,“EvenifCOVIDhassubsided,youcannotjustpusharesetbuttonandgobacktopreviouskindoflife.Weneedtobeawarethatthefuturewillbequitedifferentfromwhatwehaveexperiencedpreviously.”2AspartofitsongoingCEOfortheFuturestudy,KornFerryconductedinterviewswithmorethan70CEOsfromacrosstheAPACregion,overaperiodof11months(September2021toJuly2022)tobetterunderstandwhatthefutureholdsforcompaniesandhowleaderscanbestprepareforthatfuture.Inourconversations,weaskedtheCEOstoreflectontheirleadershipjourneyduringoneoftheworld’smostformativecrises:theCOVID-19pandemic.Manyoftheleadersreferredtothisperiodasatransformativeone,confrontingtheirleadershipapproachandshatteringtheirbusinessassumptions.Andastheyrespondedtothisunprecedentedchallenge,theCEOsfoundthemselvesadaptinghowtheyleadandrefreshinghowtheythink.Inthisreport,wehighlightninetakeawaysfromourinterviewsthatexplorehowleaderswereforeverchangedbythepandemicandthelessonstheywillbringwiththemintothefuture.Aboutthe“CEOfortheFuture:APAC”ResearchKornFerryinterviewed74CEOsfromacrossindustriesandeconomiesintheAPACregiontobetterunderstandindustrialandbusinesstrends,howorganizationsarerespondingtoemergingchallenges,theevolvingCEOrole,andthequalitiesneededforleaders,executiveteamsandboardstosucceed.TheinterviewstookplacefromSeptember2021toJuly2022andincludedCEOsfromNewZealand,Australia,Singapore,Malaysia,Thailand,India,HongKongSAR,MainlandChina,SouthKoreaandJapan.TheAPACresearchfollowstheothertwo“CEOfortheFuture”studiesthathavebeenconductedinEMEAandNorthAmerica.3MaintakeawaysLeadingthroughthepandemicMakingbolddecisions—fastCommunicatingmoreoften—andwithmorehonestyLeadingwithhumilityandempathyLearningfromthepandemicAcceptingchangeasthenewnormalUsingthecrisistoyouradvantageChallengingyourpersonalandbusinessassumptionsFast-trackingdigitaltransformationRe-engagingadispersedworkforceBuildingaresilientbusiness4“Youneedtomutatefasterthanthevirus.”–CEO,regionalbank,ThailandLeadingthroughthepandemicInourinterviews,weaskedtheparticipatingCEOstodescribetheirleadershipexperienceduringthepandemicandwhattheyhadlearnedfromthisexperience(theleadersansweredeitherorbothquestions).Ofthe41CEOswhospokeaboutleadingthroughthepandemic,17%explicitlystatedthattheyhaveexpandedtheirleadershiprepertoireduringthecrisis.OneCEOofanAustralianhealthcaresystemsaidtheyhadadaptedtheirownleadershipstyleandbecame“muchmoreaccommodatingofdifferentwaysofworkingtosuitthedifferentcircumstancesofourpeople.”Inotherwords,leadersevolvedtheirleadershiptothechangingsituation.ParticipatingCEOsthendiscussedspecificleadershippracticesduringthepandemic.Herearesomeofthemostcommonthemeswegleanedfromthoseconversations.5Makingbolddecisions—fast“Makebolddecisionstoprovideclarityaboutwhereweareheading,atthesametime,havearearviewmirrorsothatthedecisionsdon’thauntus.”–CEO,commercialbank,MalaysiaTheCOVID-19outbreakwasunexpected,andtherewasasenseofurgencyforcompaniestomakequickdecisionsandreactwithoutdelay.Bothhumanlivesandbusinesshealthwereatstake.Closeto30%ofthe41CEOstalkedaboutaccelerateddecisionmakingasakeyfeatureduringthepandemic.Morespecifically,theydescribedtwoleadershipcharacteristicscriticaltoactingfast:thecouragetomakedifficultdecisionsandtheabilitytoempoweranddelegatedecisionmaking.TheCEOssaidthatleadersneededtobeboldandhavetheaudacitytomakedecisionsevenwhentheydidn’thavealltheinformationandwhenthecontinuityofthebusinesswasontheline.Butimportantfront-line,operatingdecisionssometimescomelateorarewrongiftheycamefromthetop.TheCEOsweinterviewedstressedtheimportanceofensuringthatdecisionsweremadewheretheyhadtobemade,withappropriatespeedandaccuracy.Leadersneededtosharedecision-makingresponsibilitysotheirorganizationscouldrespondquicklytothefast-changingenvironment.Thepandemicaccentuatedthevalueofempoweringotherstotakecharge.6“Businessisacontinuousmovingtarget.Thisrequiresleaderstobemorehandsoff,todelegatemore,andtolettheregionsandthelocalpeoplemanage.”–CEO,industryassociation,Singapore“Lotsofdecisionsneededtobemadeatdifferentlevelsoftheorganization,fromthefrontlinerightthroughtotheseniorexecutive,”oneAustralianCEOsaid.“Letthemgetonanddothat,andtrustthemtodothat.”Inadditiontoquickdecisionmaking,theCEOsweinterviewedalsoemphasizedtheimportanceofalignment.Whileleadersneededtodelegatedecisionmakingtoallowforquickresponses,theCEOssaid,theyalsoneededtoactinameaningful,intentional,andconsistentfashion.TheCEOsstressedthatseniorleadersneededtobealigned,workingtogethertofacechallengesbroughtbythepandemic—oranycrisis,forthatmatter.Inotherwords,itwasimportantthatleadersalignedtheiractionsbylayingdownandagreeingonasetofrulestoguidedecision-making.AsoneCEOfromMainlandChinarecalled,althoughtheirorganization,likeallorganizations,faceddilemmasanddifficultdecisionsduringthepandemic,“weknewwhattodobecausewehadagreedontheoperationalprinciples.”7Communicatingmoreoften—andwithmorehonesty“Inanycrisislikethis,everyonewilllooktotheleadershipteamforreassurance.”–CEO,holdingcompany,HongKongSARLivinginatimeofcrisiscanfeellikewalkingaroundinthedarkwithnoclearpathforward.Andforemployeesworkingwhileunderacloudofuncertainty,thiscausedanxietyandstress.Butleaderswhocommunicatedfrequently—andopenly—couldprovideclarityandbuildconfidenceintheiremployees.Ofthe41CEOswhodiscussedpandemicleadership,32%spokespecificallyaboutcommunicationduringthepandemic,withmanystressingtheimportanceofbeingopenandtransparentwiththeworkforce.Afterall,externaldisruptionprovokedurgentinternalchange—changeindirections,inpolicies,insystems,inpractices.Employeeswantedtoknowwhatchangesweremade,whytheyhadbeenmade,andhowtheyaffectedthem.Workingfromhome,buyingfromnewlocalsuppliers,andreframingclientrelationswerejustafewofthechangesthatdramaticallyimpactedbusinesslives,andthatemployeesneededtoquicklyincorporateintotheirdailyroutines.OneSouthKoreaCEOassertedthatitwasveryimportanttocommunicatewith8“Showupinanauthentic,realway,talkingaboutchallenges,admittingthatyoudon’thavetheanswer,butthatwe’regoingthroughthistogether,andthatyouneedeveryone’shelpandinput.”–CEO,agriculturalproduct,NewZealandemployeestransparentlybecause,withtheadventofsocialmediaanddemocratizingofknowledge,companiescannolongerhidetheiractionsfromtheirpeople—orthepublic.TheCEOssuggestedthatcommunicationdoesn’thavetobeformal,butitwouldneedtobemorefrequent.Infact,someoftheCEOsoptedtoovercommunicate,asthereisnosuchthingascommunicatingtoomuchduringacrisis.Communication,oneCEOfromAustraliatoldus,“doesn’thavetobeascomplicatedasyouwantedtomakeitbefore.”Notonlyshouldleaderscommunicatefrequentlyduringacrisis,theCEOssaid,butthatcommunicationmustbeauthentic.Falsepromises,theycautioned,canonlymakethesituationworse.Asseenfromtheirownexperiences,theCEOsweinterviewedsaidemployeesappreciatedwhentheirleaderswerecandidandtruthful.Suchhonestywascriticalinkeepingemployeesengaged,andbuildingconfidenceintheirleaders.Itgavepeoplefaiththatleadershipunderstoodthechallengestheywereexperiencingandwereworkingtoaddressthem.9Leadingwithhumilityandempathy“Leadersarenotsuperheroes.Leadersarejustlikeothers,notmoreimportant.”–CEO,financialservicecompany,AustraliaPeople.Businessescannotrunwithoutpeople.Forcompaniestothrive,theirpeopleneedtothrive.Andfortheirpeopletothrive,theirleadersneedtotreatthemwell.Whenfacedwithacrisis,likeaturnaroundoranindustrialdisruption,businesslifebecomesdrivenbyfinancialresilience.Organizationshyperfocusonperformanceandthebottomline,doingwhattheycantoremainunscathed.ButtheCOVID-19pandemicwasunlikeanycrisismostleadershadexperienced;itsimpactonpeopleandbusinesshadbeenextensive,astheystruggledtosurviveoveralongperiodofuncertaintyacrossmultipledimensions.Managingthroughtheseimpactsrequiredadifferentstyleofleadership.61%oftheCEOsunderscoredtheneedformoregenuineleadership—whereleadersaremoreempathetic,morecaring,andmoreinterestedinpeople.Beingradicallyhuman,theCEOssaid,isabouthavingasenseofhumilityandacceptingvulnerability.Speakingfromtheirownexperiences,theyadvisedleaderstoavoidassuming,andinstead,lookatthingswithfresheyesandbecomecomfortablewith”knowingyouknownothing”.“Onehastoevenbemoreinclusiveandvisible,andconnectwithemployeesdirectly.”–CEO,leisureandhospitality,HongKongSARAsoneCEOfromIndiasaid,“Bevisiblyvulnerablebecauseyoudon’tknowalltheanswers,andyoudon’tknowwhat’sgoingtohappeninthenextwave.”Bybeingradicallyhuman,leaderscanbemoreapproachableandmoreconnectedtotheirpeople.TheCEOsweinterviewedsuggestedleadersuseddifferentopportunitiestoconnectandinteractwithemployeesatapersonallevel,evenwithoutaformalagenda.Inotherwords,theywerepresentandavailable.ForoneCEOinAustralia,everyoneattheirmedicaldevicecompanyhad“thechancetoheardirectlyfrommeandfromtheexecutiveteam.”Asaresult,theseniorleadersaid,“we’reamuchbetter-connectedorganizationnowthanwewerepre-pandemic.”Indifficulttimes,employeesneedsupportfromtheirleaders,inbothtangibleandintangibleways.Nearly44%ofthe41CEOsspokeaboutleadingwithempathy—havingcompassionforthesituationspeoplewerein,showingappreciationforwhotheywereandwhattheydid,andtakingstepstomotivateandinspirethemwhentheybecamedemoralizedbydirecircumstances.Theyassertedleadersshouldnotassumetheyunderstandwhatisgoingoninpeople’slives—theyshouldputthemselvesintheirshoes.“Peoplearenotasstrongastheywanttheoutsideworldtobelieve,”oneCEOfromIndiatoldus.Theyneedtobereachedouttoandshownempathy,support,andcare.“Allthosethingscannotbetakenforgranted,”theleaderadded.“Weriseincrisisbecauseofthemagicpeopleexperiencewhentheyknowthatleadersreallycareforthemasaperson,asahumanbeing,andthattheyalsocareabouttheirfamily.”–CEO,regionalbank,ThailandLearningfromthepandemicBeyonduniqueleadershipbehaviors,theCEOswereaskedtoreflectonwhattheylearnedfromthepandemic.Herearesomeofthemostcommonlessonsabstractedfromtheresponsesgivenby53CEOs.Acceptingchangeasthenewnormal“Weallhavetoexpectthattheworldisnotgoingtobealinearworld,abenignworld.Andthatactuallyrequiresustotaketheworldasitisandtoadapttoit.”–CEO,holdingcompany,SingaporeEvenbeforethepandemic,businessleadershadcalledfororganizationstobuilduptheiragility.Thepandemicdramaticallyacceleratedthistrend.Nearly36%oftheCEOswhospokeaboutlearningfromthepandemicemphasizedtheneedfororganizationalagilityinaworldwherecrisisanddisruptionhavebecomethenewnormal.Speakingfromtheirexperiences,theysaidthatthefirststeptoagilityistoacknowledgethatthepre-pandemicnormalnolongerexists.Whentheunexpectedhappened,leadersdecisivelyalignedtheirorganizationandmadedecisionsquickly,includingthedecisiontonotmakeallthedecisionsthemselves.Duringthepandemic,manycompaniesdemonstratedorganizationalagility.Onecompanyinthehospitalityindustry,forexample,pivoteditsbusinesstoattractandservelocaltourists.Anothercompany—aconsumergoodsgiantinMainlandChina—movedintofasterplanningcycles.ButoneimportantlessonthatmostCEOstookawayfromthecrisisisthatpeopleareinherentlyagileandadaptable,andtherefore,leadersshouldtrustandempowerthem,evenwhenthepandemicisbehindus.InthewordsofoneAustralianCEO,“Peoplearemoreagileandadaptivethanexpected.”Usingthecrisistoyouradvantage“ThepaceatwhichwewereabletodrivechangethroughCOVID-19wasremarkable.”–CEO,agriculturecompany,AustraliaOrganizationaltransformationisnotoriouslyslowanddifficulttomanage.Thepandemicexperience,however,changedthisperception.Roughly26%ofthe53CEOsbelievedtheCOVID-19crisisacceleratedtransformationtoaconsiderabledegree.Thingsthatseemedinfeasibleinthepasthappenedveryquicklyduringthepandemic.AsoneCEOfromMalaysiasaid,thepandemicopenedleaders’eyesto“howquicklyanorganizationcanchangeandadapttoaverydifferentsituationorashock.”Believingthisrealitymadeorganizationsquestionhowtheyhandledtransformationwhenlifewasmorestable,.Theyposited,“Arewetryingtomanageforchangetoocautiouslyduringnormaltimes?”.FormanyCEOs,theCOVID-19pandemicwasa“burningplatform”—theoutbreakanditsimpactcreatedasenseofurgencyforchange.“Neverwasteacrisis.Useittomakesurethatyoucomeupbetterandstronger.”–CEO,telecommunication,SingaporeInthewordsofoneCEOofatelecommunicationfirminThailand:“Ifthereisacleardirectionandclearreasontochange,peoplecanadaptveryquickly.”Despitethepandemic’snegativeimpactonpeopleandbusinesshealth,manyorganizationsusedthiscrisistotheiradvantage.Fortunefavorsthebold—andcanturnchallengeintoopportunity.“Don’tjustsitthereandbedefeated,”oneCEOfromNewZealandtoldus.“Youactuallycanworkouthowtodrivethebusinessabitfurtherandfaster.”Challengingyourpersonalandbusinessassumptions“Thepandemicisatimeforsoulsearching—whatourpurposeis,whatwevalue,whatwestandfor.”–CEO,healthcaresystem,AustraliaThepandemicbecameafertilegroundfornotonlyorganizationalchange,butalsoforindividualtransformation.Thecrisisprovidedpeoplewithacontextforpauseandreflectionontheirlifeandcareers.Manyoftheleadersacknowledgedthatthepandemicresultedinaprocessofself-renewal.Nearly23%oftheCEOstalkedabouthowtheirmindsetandviewoftheworldevolvedduringtheCOVID-19outbreak,withsomeleadersstatingtheytookthetimetoaskthemselvesfundamentalexistentialquestions.Thepandemic—andanycrisis,forthatmatter—isatimeforpurpose-drivenleadership,saidoneCEOfromSingapore.“Youwanttobeagile,butagilityitselfdoesn’tgetyourfollowership,”theleadercontinued.“Whenyouhaveacrisisthateverybodyistryingtograppleforsystemicanswersto,wegobacktowhatwearetryingtoachieve,andthenstartfromthere.”Otherleadersreflectedontheirbeliefsaboutbusinessandleadership,withoneCEOnotingthatthepandemicshowedleaders“justhowfragile”theirbusinessassumptionsandviewoftheworldwere.Whattheywitnessedandexperiencedchallengedtheirlong-heldviewpoints—andinmanycases,upendedthemcompletely.Theycameoutofthepandemic,theCEOssaid,withnewperspectives.Fast-trackingdigitaltransformation“Companiesthathaveinvestedinmodernizingthemselvesthroughtechnologyhavebeenabletoadapttoapost-COVIDworldquickly.”–CEO,technologycompany,SingaporeOfthe53CEOswhodiscussedlessonsfromthepandemic,nearly23%spokeaboutdigitaltransformation—oneofthemostsignificantchangesseenbycompaniesduringthepandemic.Someorganizationshadalreadyinvestedinnewtechnologiesbeforetheonsetofthepandemic,whichgavethemanadvantagewhenthecrisishit.OneCEOfromMainlandChinatoldusthattheire-commercecompany“alwaysputapriorityondigitalinvestment,”anditseffortstodigitizeitssystem“paidbackverywellduringthepandemic.”Thepandemicwasagreatacceleratorinfast-trackingdigitaltransformation.Butthosecompanieslaggingbehindinenhancingtheirdigitalprofilesoonfoundthemselvesscramblingtooperateinadigital-onlyworld—howevertemporary.Andthismeanttheyhadtostartlookingat—andembracing—newtechnologiesinearnest.“Theworldhasclearlyembracedtheuseofdigitaltechnologies,ortheneedtousedigitaltechnologiestoreimaginethemselves,reimaginetheirbusinesses,recraftthewaytheyrun.”–CEO,professionalservices,IndiaOneCEOofafintechfirminHongKongSARtoldusthat,althoughtheCOVID-19pandemichasaffected“thewholeworldmuchharderthanpeopleexpected,”thecrisisgavecompanies“anopportunitytolookatdigital-relatedsolutionsveryseriously.”Digitaltransformationismorethanconvertingpaperformstoonlineapplications—“digitalizingtheoldwayofdoingthings,”asoneCEOfromSingaporeputit.Rather,itisthesociotechnicalprocessofleveragingdigitizedsystemstodevelopneworganizationalprocedures,businessmodels,andcommercialofferings.Inotherwords,reinventingthewaycompaniesoperate.Re-engagingadispersedworkforce“Thevirtualenvironmentmakesusmoreconnected.Leadersaretuningmoretoindividualneeds,understandingthemandtheirperspectives.”–CEO,healthinsurance,AustraliaThankstothepandemic,manyprofessionalswentfromclockinginattheofficetologginginfromthekitchentable.Widespreadlockdownsforcedmostorganizationstoshutdowntheiroffices,shiftingoperationstoaremoteworkmodeltogetbusinessdone.Nearly25%oftheCEOsdiscussedthepandemic’simpactonwhere,when,andhowwework,andthewayithastransformedhowweinteractandcommunicate.AlthoughsomeoftheCEOsmighthavebeenskepticalofvirtualworking,theysaidtheirexperiencewiththecrisischangedtheirattitude.Andmanynowseeafuturethatisflexible.Despitetheoverallpositiveattitudetowardremoteworking,someleadersdidraisesomeconcerns.Acommonworry:theimpactthatvirtualworkingcouldhaveonrelationshipsandteamproductivity.OneCEOfromAustraliasaidemployeesmay“missalotofthenuancesofrelationships”wheninteractinginthevirtualworld,whileanotherleaderfromJapansuggested“Weacceptthatthehybridworkenvironmentisthewaytogo.Itresonateswithourcolleagues,resonateswithourselvesandourfamilies,anditgivesusflexibility.So,thefutureisaboutflexibleworkarrangements.”–CEO,holdingcompany,Singaporethat“performancemaydecline”becausetheimmediatebenefitsofbeingface-to-face—“theatmosphere,thefeelingoftheplace,afewsimplewords”—nolongerexist.OtherCEOstalkedabouttheeffectofvirtualworkingoncorporateculture.Buildingandmaintainingastrongcorporateculturecanbechallengingwhentheworkforceisremoteanddisperse.AndforsomeCEOs,theimpactonemployeeengagementwasofparticularconcern.Thevirtualenvironmentmayweakensocialinteractionandemotionalbonding,whichmayleaveemployeesfeelinglessengagedintheirworkandwitheachother—outofsight,outofmind.Becauseofthephysicalproximitybeingintheofficeaffords,employeescanreceiveimmediateemotionalandsocialsupportfromtheirleadersandpeers,helpingthemcopewithquestionsorstress.Butinavirtualenvironment,oneCEOposited,employeesmaynotreceivehighqualitysocialsupporttodealwithemotionalfatigue.Severalleadershighlightedtheimportanceofcontinuingtoaddressemployeewell-being,evenasthepandemicphasesout.“Remoteworkingmaynotworkforall,”saidoneCEOfromAustralia.“Someemployeesexperiencedsignificantfatiguefromremoteworking.Somereliefserviceshavebeenreallycalledon.”0220Buildingaresilientbusiness“Humansareincrediblyadaptableandresilient.”–CEO,holdingcompany,SingaporeTheglobalsupplychaincollapsedundertheweightofthepandemic.Aperfectstormofcausesbrokethesystem—laborshortages,manufacturingshutdowns,transportationbottlenecks,structuralproblems.Andtheseeminglyendlesssupplychaincrunchcontinuestothreatenbusinesscontinuity.About23%oftheCEOsrecognizedtheneedtobuildaresilientbusinessbeyondorganizationalagility.InthewordsofoneAustralianCEO,“accountfor‘blackswan’events”—thatis,unexpectedorunusualoccurrences.Topreparefortheinevitablenextcrisis,theCEOadded,leaderswillneedto“designarobustbusinessmodelthatcanworkinthebottomofthecycle.”Buildingorganizationalresiliencewillallowcompaniestocontinueoperating,evenwhenonefunctionorpartofthebusinessisaffectedbydisaster.Otherleadershadtotakeadeeperlookintotheirsupplychainsandstartedtothinkaboutsolutions.Beforethepandemic,theirorganizationsmanagedtheirsupplychainsundertheguiseofefficiencyandcostreduction.Thisapproachwassignificantlychallengedbythepandemic.Today,theseorganizationsarerethinkinghowtostructuretheirsupplychains,suchaslocalizingproductionanddiversifyingsuppliers.“Fororganizations,youhavealwaystriedtooptimizeeverything,”oneCEOfromIndiareflected.“Yourealizethat,intimesofcrisis,thatcanbecomeaproblem.”LookingbacktomoveforwardTheCOVID-19outbreaksentthebusinessworldintoatailspin,andleadersallaroundtheworldworriedhowtheirorganizationswouldsurvivetheunprecedentedcrisis.ManagementexpertsandbusinessmagazinesrushedtoreleasetalksandpaperstoguideleadersmanagingtheCOVID-19fear.Nearlythreeyearslater,theatmospherehaschanged—frompanictoacceptance,fromlowmoraletocautionaryoptimism.Throughouttheinterviews,theCEOswhoparticipatedinourstudyexpressedgratitudeandenthusiasm,fortheirbusinessandtheirpeople.Oneleadersharedthattheircompany“hasbeensurprisinglydoingwell,”whileanotherdescribedtheirpeopleas“amazinglyadaptable.”22Thisnewattitudedidnotoccurbycoincidence.Leadersevolvedtheirleadershipstylesthroughoutthepandemic,becomingasfocusedontheirpeopleasontheircompany’sperformance.Theylearnedtoconnectwiththeiremployeesthroughfrequentandgenuinecommunication.Theyempoweredandenabledpeopletotakeonmoreresponsibilities.Andtheyshowedupwithhumility,understandingthattoleadinsuchcrisismeanstoshowvulnerability.TheCEOsintheAPACregiondrewimportantlessonsfromtheirexperienceduringthepandemic.Acceptingchangeasthenewnormal.Usingcrisistoyouradvantage.Reinventingthesupplychain.Transformingthebusinessthroughtechno