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Bookshelf Taking Responsibility Some of us are Al Haigs. We shout "I'm in charge!" the minute something goes wrong. Some of us are anonymous worker drones, making sure some- one else takes over when things get rocky. In either case, we're all infected with the responsibility virus, either performing over or under our general level of capability, and growing increasingly frustrated with the people around us who either won't do their share or who abrogate all the power. In his book The Responsibility his action plans sound doable and smart. (Basic Books, $27.50) either of the "cult of the CEO" or the "empowerment" school of thought. His solutions require more effort than adapting the two easiest modes of conduct—either over-achieving or under-achieving responsibility—but Virus, Roger Martin aims to change that inelegant, inefficient cycle. He gives several clear, detailed examples of situations in which one person's imperfect behavior sparks someone else's rash response, until both play- ers are frustrated and angry and their projects fail. He then sets out equally clear and detailed behavioral models that lead to collaborative solutions and truly shared responsi- bility. For instance, groups working on a problem need to follow a pro- cedure for analyzing their options and making the best choice; groups with fundamentally differing points of view need to learn to re-frame their perception of the problem from the other person's perspective. Executives overseeing a mixed group of managers need to figure out what level of responsibility each of these managers is ready to assume and work with the individuals to improve their decision-making skills. Martin's prose is clear and thoughtful, and the examples he gives are drawn from real-life situa- tions he faced in consulting jobs. It is no surprise to learn he is not a fan 58 BizEd MARCH/APRIL 2003 Supply Chain and Demand Today's customer is ever more demanding, expecting quick service and made-to-order products, whether he's buying a book, a car, or a component to be used in his own manufacturing business. To keep up with escalating changes in the marketplace, business owners need to figure out how to improve efficiencies, cut waste, and speed up their own processes. One of the best places to begin streamlining is the sup- ply chain. This means examining the whole supply chain, from external suppliers to internal departments to end-use consumers. In Supply Chain redesign, of course; so is the hard work of figuring out just how busi- ness is done. Who orders materials, how are orders filled, where do the delays occur? They point out that it's essential to reorganize internal systems when necessary, but it's equally important to work closely with business partners up and down the supply chain to achieve maxi- mum efficiency. This sometimes means overcoming the fear of shar- ing data with outsiders and adopting a "co-destiny" approach with certain key suppliers. The authors know that slimming Redesign, authors Robert B. Handfield and Ernest L. Nichols Jr. do just that. Noting that "time-based com- petition is here to stay because of its direct linkage to profits," they look at the various places along the sup- ply chain where companies can improve performance. Taking advan- tage of today's new technology is a vital part of the supply chain down the supply chain isn't going to be an easy task for most businesses. For instance, they discuss the bene- fits of enterprise resource planning (ERP), which requires companies to design integrated business transac- tion systems that handle all internal functions from customer contact through production planning though delivery. Under this system, "one master record with multiple views is used for the enterprise. All processes use a common data- base." That sounds ter- rific, they note, but "the actual process of implanting a new ERP system in an environ- ment where people have grown accustomed to using their familiar lega- cy systems has proven to be a monu- mental task in many organizations." For the companies that tame and exploit their supply chains, however, the rewards are great, including higher profits and satisfied cus- tomers. This book provides a manual on how to begin the arduous task. (Prentice Hall, $34)