How can we reduce food waste across the value chain? We invite your thoughts

April 27, 2016 9:37 am
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FMCG suppliers and manufacturers continue to drive efficiency improvements and waste reduction programs within business. Through our relationships with manufacturers we have enjoyed working together to identify and reduce waste within businesses, achieving significant improvement in business results.

In partnership with the Australian Food and Grocery Council (AFGC), Coriolis is leading an exciting initiative to explore major drivers of waste initiated beyond the factory walls.  We would like to invite you to be a part of this.

The initiative aims to identify collaborative opportunities to reduce waste between all value chain participants from field to shelf.  We see tremendous opportunity in this, based on a shared value mindset, and know that our clients have often raised this with us.

To start this initiative, AFGC and Coriolis are conducting a short online information collection exercise. The information requested is deliberately high level (i.e. no specific figures) and should take no more than 8-10 minutes to complete. All respondents can be assured of the strictest confidentiality as no individual response can be identified.

Your support through individual participation, as well as through encouraging others in your organisation to take part would be valued – many and diverse perspectives will provide a fuller picture of the opportunities available. We would also be happy to meet with you personally to discuss this initiative and the report.

The results and subsequent report will be presented and released at the Annual Supply Chain Seminar on Wednesday 22 June 2016 and the presentation will be available to non-AFGC members shortly after.

Click here to input your information by close of business on the 27th May 2016.

We see this as a great opportunity to challenge the status quo and find new value in the supply chain – we look forward to continuing to do so with your support.

Thank you very much in advance for your inputs.

The only thing constant in business is change

April 12, 2016 12:53 pm
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I’m sure you’ve heard the saying many times before. Or another popular adage: “culture eats strategy for breakfast”, coined by Peter Drucker; successful Management Consultant, educator and author.

When managed incorrectly business change can lead to resistance, hindering firms from achieving their strategies, creating low morale and wasting resources and money. When managed correctly, Change management is the application of a structured process and a set of tools for leading the people side of change to achieve a desired outcome.

This repeatable set of principles can be applied to manage the human elements critical to accelerating implementation. They recognise that, ultimately, resistance is a process and must be managed (not combatted, solved, or overcome).

The long term impact of failing to manage change effectively could manifest itself in many different ways, but to name just a few:

  • Confidence in leadership decreases
  • Resistance to change increases
  • The next change becomes more likely to be slow, or even fail

Step 1: Generating Sponsorship

“The definition of insanity is doing the same thing over and over and expecting different results” – Albert Einstein

First we need a CAST (Champions, Agents, Sponsors, Targets) of characters who play important roles within a change project to ensure success. Sponsorship is the single most important factor in ensuring successful implementation. In major change there will always be an overlap in roles, and if there is, then first treat the individual as a ‘Target’:

  • C – Champions (Believe in, and want to change, but lack sponsorship)
  • A – Agents (Implement change, planning and executing)
  • Sa/r – Sponsors (Authorise and demonstrate ownership for change – 1. Authorise, 2. Reinforcing)
  • T – Targets (Change behaviour, emotions, knowledge – Audience who needs to change)

There are different types of organisational structure and some key points to consider when looking at how your CAST of characters sit within them – these could be hierarchical, by team, or a matrix.

Key points to consider:

  1. “Treat as target first” – 1. Understand from their FOR, 2. understand motivation, or provide it, 3. surface any resistance and manage it
  2. If you are forced (by time and energy) between convincing Targets to change and leveraging Sponsors… always leverage Sponsors
  3. If you want someone to change, impact the person that reinforces their performance

Consider your own business is going through a change, or you’re managing a change process in another business as a Consultant, ask yourself, are you set up for a successful or unsuccessful journey?

We need to ensure that sponsorship is kept as low as possible and there are ‘Reinforcing Sponsors’ between ‘Authorising Sponsors’ and ‘Targets’.

In theory it seems straightforward, but from experience I know it isn’t. It takes time to ensure the correct structure is in place or adapt it as the change programme embarks on its journey of excellence. So here are my tips to gain and maintain that all important sponsorship:

  • Ensure your definition of desired state is consistent with the sponsors
  • Use the sponsors skills in the best way and be specific in request
  • Manage by wandering around and monitor
  • Understand fully your Sponsor’s FOR
  • If you find a black hole, if possible, go and level up (don’t go in!)
  • Provide sponsors with ongoing measures of implementation
  • Approach change in small bites and celebrate
  • Develop key role maps level by level
  • Vary communication messages and monitor timelines
  • Maintain frequent and regular communication from supers to Targets and feed back

I hope this provides you with a foundation to managing change. In my next blog post I shall talk about how to determine the change approach and develop target readiness to be able to manage that dreaded resistance.


Written by Amir Sadreddini, Coriolis Consulting PTY Ltd


The Lean Startup

April 7, 2016 8:30 am
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Facebook, Instagram and Snapchat... All of these companies were founded by young entrepreneurs (now young billionaires) in a community of people interested in starting their own business. Unsurprisingly, startup communities are now popping up all over the world. These entrepreneurial ecosystems are driving new business creation and job growth in the countries they operate in. It may not be as obvious at first glance, but they are completely changing the process of innovation.

Recently, there has been a shift in the best practice approach to starting a new business venture that is quickly replacing the conventional thinking and methodology of startups. This new approach, known as ‘The Lean Startup’ emphasises experimentation, customer feedback and iterative design rather than the traditional startup tenants of in-depth analysis, planning and intuition.

Static business plans have been replaced with a dynamic ‘business model canvas’ that places as much focus on business model and process innovation as it does on product or service innovation.  In the past, new business ideas were kept a closely guarded secret to the development team, who only showed their offering to the market when they were convinced that all issues had been rectified and the product was ready for the market to embrace it. Instead, the lean startup focuses on delivering a minimum viable product to the market, testing hypotheses, seeking feedback and then redesigning the offering or business model based on customer feedback. This process, known as Agile Development allows organisations to learn quickly which aspects of their value proposition the market values most, and how much they are willing to pay for it. The organisations can then adjust their offering or business model to maximise the release of this value. This process is then repeated using the next iteration of the offering which becomes more and more customer focused, based on the collaboration and co-creative aspects of the process, resulting in a significantly higher chance of the startup growing into a sustainable enterprise.

The big question is, do the principles of the lean startup approach apply when managing innovation in established organisations? Let’s think about that question using Apple as an example. Apple is a global brand with a very high reputation for producing quality, innovative and above all, user-friendly technologies. When Apple announces it is launching a new product, customers camp out in tents for days and queue around the block to ensure they are among the first people to buy the new offering. Early sales and reviews of the new offering dramatically impact Apples share price, in either a positive or negative way. Based on the environment Apple operates in, does Apple have the luxury of bringing a minimum viable product to market, gaining consumer feedback, altering the product and re-releasing it to the public?

Whilst an argument can be made that Apple’s platform strategy does exactly that (IPhone 5, 5s, 5c anyone?), the reality is that there is too much external shareholder and brand pressure on the product launch to ever launch a minimum viable product to the open market and then tweak it to a consumers liking. But what about using the lean startup approach to innovation internally to improve business processes?

When managing process improvement, too often businesses get caught up in bureaucracy and multiple layers of administration and signoff procedures. These can lead to lengthy and convoluted innovation cycles and high associated costs.  Imagine if a leader was to view their workers as customers. Could the lean startup tenants of co-collaboration and agile development be useful? Let’s use a capital improvement project as an example. How many of us have been in a situation where a problem has been identified by the staff, the engineering team spend 12-18 months designing a solution that when implemented, doesn’t effectively solve the problem? Imagine implementing a minimum viable solution, gaining feedback from the staff in the area and adjusting the solution accordingly. Not only would the solution likely be much cheaper and have a much greater chance of actually solving the problem, the process would engage the team of the area where the change is being made, leading to more ownership of the asset or change when it occurs.

The Lean Startup is a revolutionary innovation methodology designed to get desired products and solutions into customer’s hands more quickly and cheaply than ever before and should be part of any organisations toolkit when managing innovation and process improvement.


Thomke, S & Feinberg, B ‘Design thinking and innovation at Apple’ May 1st 2012 Harvard Business Review

Ries, E 2008 ‘The Lean Startup’


Written by Sam Byrnes, Coriolis Consulting Pty Ltd

Are you afraid of making the wrong decision?

April 6, 2016 10:05 am
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Gerd Gigerenzer, Director of the Max Planck Institute for Human Development, tells the story in his latest book, Risk Savvy: How to Make Good Decisions (Viking, 2014), “When it comes to decision-making and risk, the real problem is not so much making mistakes, but rather the fear of making mistakes”. When the anxiety of making mistakes is embedded in an organisation’s culture, it promotes defensive decision-making — decisions that seem to offer protection against negative consequences. This type of decision-making can result in less optimal outcomes or greater risk exposure later.

A common example offered by Gigerenzer is the hire of a large national vendor with a well-known name over a smaller, local provider who could offer a better price and better aligned services. Just because “nobody ever got fired for buying IBM” it does not necessarily mean that purchasing IBM was the best decision for the shopper.

It seems some of us have an unhealthy relationship with making mistakes at work and are petrified of making errors. According to Gigerenzer, you can tell if your organisation has a “negative error culture” which is generating defensive decision-making.  In such a company culture, leadership pretends that errors never occur and attempts to hide mistakes when they do occur or looks for someone to blame when they cannot hide mistakes. On the flip side, every company can benefit from a “positive error culture”. When mistakes do happen, they’re not swept under the carpet. Instead, mistakes are treated as valuable learning opportunities that help the organisation to avoid repeating similar errors in the future. Those companies will nurture an open working environment, delivering a better way of working and ultimately be more productive.

People make poor decisions in everyday work and life, because we blindly rely on data and information that may be wrongly reported or poorly analysed. Data can start off clear and end up foggy by the time it reaches the target audience. It leaves us helpless to make informed decisions about the risks involved. Gigerenzer notes that Americans irrationally refused to fly after the 9/11 terrorist attacks even though the risk of being killed in a car accident is much greater. Almost 3,000 people died in the airliners and their targets on the ground, and an additional 1,600 lost their lives in US road accidents during the following year because they chose to drive rather than risk flying. Gigerenzer cautions readers to always look for a reference point when data is quoted and to understand the difference between relative and absolute risk.  He provides an essential guide to the science of good decision-making, showing how everyday people can make better decisions about their money, health and families with the surprising conclusion: the best results sometimes come from considering less information and listening to your gut.

So the next time you need to make a decision, check your facts but then be bold, listen to your gut and don’t let your fear of doing the wrong thing prevent you from doing the right thing.


Prof Gerd Gigerenzer is currently Director of the Centre for Adaptive Behaviour and Cognition at the Max Planck Institute for Human Development in Berlin and Director of the Harding Center for Risk Literacy in Berlin. He lectures around the world on the importance of risk education for everyone from children to prominent doctors, bankers, and politicians.


Written by Stephan Mang, Coriolis Consulting Pty Ltd