If you're not in balance in one or more of these four areas- leadership, in providing the right tools and supporting professional ambition, and understanding employee work-life balance needs, your people might vote with their feet.
-Beth Morgan, CEO and Founder boom! Global Network
Episode Summary
What exactly does the thriving supply chain professional need to succeed? The past few years have been filled with challenges and uncertainties which are expected to impact all areas of the supply chain for years to come. In some cases, resiliency has been achieved with hard work, creativity, and flexibility from supply chain professionals willing to go the extra mile or muscle through with inferior to help serve customers. In this TEKTOK crossover episode, join Karin and guest Beth Morgan for insights on what the thriving supply chain professional needs to succeed in their career.
Episode Transcript
Welcome to TekTok Digital Supply Chain Podcast, where we will help you eliminate the noise and focus on the information and inspiration that you need to transform your business, impact, supply chain success, and enable you to replace risky inventory with valuable insights. Join your TekTok host, Karin Bursa, the 2020 Supply Chain Pro To Know of the Year. With more than 25 years of supply chain and technology expertise, and the scars to prove it, Karin has the heart of a teacher and has helped nearly 1,000 customers transform their businesses and tell their success stories. Join the conversation, share your insights, and learn how to harness technology innovations to drive tangible business results. Buckle up, it’s time for TekTok. Powered by Supply Chain Now.
Karin Bursa (01:13):
Welcome back supply chain movers and shakers! Karin Bursa here, your host for TekTok, the Digital Supply Chain Podcast. We are here to help you replace risky inventory with valuable insights. And today, I am joined by Beth Morgan, who is the Founder and CEO of boom! Global Network. Beth and I are going to discuss what the thriving supply chain professional needs to succeed. Now, this is a report that is based off of research based on the 2022 annual survey that has been conducted by boom! And you’re going to want to tune in to understand what you need to succeed.
If you are a fan of the show, please subscribe to TekTok. That’s T-E-K-T-O-K. Leave us a review and be sure to follow TekTok on LinkedIn and Twitter. Now, onto today’s guest. Beth Morgan, thank you so much for joining us today on TekTok. I would like to start with a really basic question. You are the founder and CEO of boom! Global Network, what does that mean and why did you start this global network?
Beth Morgan (02:24):
Well, first, Karin, let me say thank you for the invitation to be here. It’s an absolute pleasure. And I’m really happy to spend the next few minutes talking about the results of our survey this year. To wind back, I’ll give you a little bit of the backstory on me. I have been a supply chain industry analyst for most of my career, starting back in the late ’90s, with a Boston-based firm, that many folks out there may remember, AMR Research, which later became part of Gartner.
Beth Morgan (02:49):
I continued my career over the last couple of decades or so researching best practices across various aspects of supply chain, from procurement, supplier management, and sustainability in more recent years as well. But in recent years, I’ve focused predominantly on the people side of running a supply chain organization. So, everything from how that organization is organized and managed, but also professional development, leadership development and, of course, diversity, which for many years now has been a topic of, not just conversation, but I think increasing action from companies who want to increase the level of female representation in their businesses.
Beth Morgan (03:35):
So, that led me – kind of very long story short, actually – to one day, there was a process of thinking that went behind it and obviously a lot of research to find out that if this was something that was needed. But based on my experiences as an industry analyst, where I had seen the real power of supply chain professionals coming together to share best practices, to share insights, to share learnings, I see a real appetite for that in supply chain. I don’t know whether that’s unique to our profession, but it’s fantastic.
I saw an opportunity to do that in the area of diversity and to bring together women in supply chain around the world to connect with each other, to network, to inspire each other, to support each other, and also learn – and this is everybody, all genders, male and female – how we can create environments and cultures and working systems and practices that not only enable women to be successful in their careers, but actually to create a level playing field for everybody. So, we use this hashtag all the time, #everyonewins. And we really truly believe that. But there are some areas that need a little more work and, you know, that’s what we’re working on.
Karin Bursa (04:42):
That’s fantastic. And thank you for sharing your background. Tell us about boom! Global. Is the intent behind boom! Global to create this level playing field or to make connections?
Beth Morgan (04:58):
Yeah, we came together as a community. It was at the back end of 2019, not long before the pandemic started, but actually it turned out to be perfect timing. We set up as a global online community because, to reach folks around the world, that needed to be online. And fast forward to today, we have members in 46 different countries around the world, which continues to blow my mind. But, you know, that’s supply chain, right? It’s a global endeavor. What we wanted to do was bring women together of all different ages, levels of seniority, but particularly those in their mid-career that were looking to grow their networks, to connect with each other for their jobs, but also to support each other in navigating their career. To share, again, best practices – this is a theme – and really come together to either be inspired or to inspire.
Beth Morgan (05:43):
There are women who have been in the profession longer than others and have reached more senior positions and they want to pay that forward. They want to, you know, talk about their careers, how they navigated their careers in balance with their personal lives, and share that learning back to those women coming behind them. So, as I say, that’s a big part of that. And we do that through the lens of supply chain because I think supply chain is a very unique profession in terms of the skills that we might need and the tasks that we do. So, we definitely look at everything through that.
Beth Morgan (06:21):
But we’re also looking at some of the more, let’s call them, sort of common experiences that women in any aspect of business will understand, you know, how to manage a family, for example, in balance with a career, what to do if you’re traveling lots, how can you sort of break some of those glass ceilings that still are out there, how do you manage that. So, that’s why we’ve come together both as women to support each other in that community and to learn from each other. But as I mentioned, also, to open that conversation out to the entire community, actually, and say, “Okay. What do we, as a profession, as leaders of any gender, what can we do to make sure that supply chain is a profession that’s open and welcome and gives opportunity to everybody?”
Karin Bursa (07:03):
I appreciate the hard work that you’re doing as a woman in supply chain that has come up in mostly a male dominated marketplace. I really applaud the work that you’re doing. Do you think that we’ve made progress in these last couple of years? Has COVID and the virtual environment been beneficial?
Beth Morgan (07:24):
Oh, gosh. That’s a really great question. I mean, if we sort of step back from the pandemic question, most people will probably know that Gartner and AWESOME every year create a survey called Women in Supply Chain, which actually tracks our progress of, you know, are there more women coming into the profession, and are they being elevated through the pipeline ,and what does that look like. And we can see that – actually, over the last, I think it’s six years now that that study’s been done. And we’ve been very fortunate as boom! to be a partner on that survey for the last couple of years too – things are moving in the right direction. However, they’re moving very slowly and there’s lots of reasons for that. However, things are moving. What we can see also over that period, though, I think is the level of attention that that’s being given by companies, the level of initiatives, investment in helping make that change happen.
Beth Morgan (08:14):
So, this conversation, you know, has been happening for several years now, but I think it’s never been louder than now and continues to be, even against the backdrop of everything that’s going on in supply chain. I think we all know this, all the disruptions that have been happening over the last couple of years and continue to happen today. But this topic has not dropped off the agenda because it is so important, I think, to many organizations to recognize that having a diverse organization, the benefits that that can bring.
Beth Morgan (08:44):
In terms of the pandemic, that’s a really great question because I think two things have happened. Well, lots of things have happened, but two main things. I think one that many people experienced – again, if we think about level playing fields – unless you were on the frontline and that’s a different story, but if you were perhaps one of those workers that had to work from home, you were in lockdown, that everybody was talking like this, talking virtually. That created a little bit more of a level playing field in terms of access to people, to sitting around the virtual table. I think that gave opportunities for more women to be seen and to be visible.
Beth Morgan (09:21):
Now, however, we’re kind of going back. A lot more people are working from home a little bit more with hybrid working, which is great because that means you can have a more balanced lifestyle and, actually, I think be a lot more productive than maybe if you were commuting into the office all of the time. However, we are now at this situation where there are some folks back in the office and there’s a whole sort of question around being visible there too. And those people, men as well as women, actually, who perhaps aren’t in the office, were kind of going back to how things were before. You know, that level of visibility is dropping. So, I’ll say there are pros and cons, but overall, I think the last couple of years have shown us that there are very different ways which we can work and we shouldn’t go back to how exactly how things were before. What can we learn from the benefits that flexible and hybrid working offers? And that certainly benefits women, but that should also benefit men too. Absolutely.
Karin Bursa (10:17):
Totally agree with you, Beth. Let’s dive into research. I was so impressed with your recent report called What the Thriving Supply Chain Professional Needs to Succeed. Tell me a little bit about your inspiration or boom!’s inspiration in doing this research and sharing it with the supply chain community.
Beth Morgan (10:41):
The bigger sort of backstory to this is that ever since boom! was launched, we decided to do an annual survey, which really sort of took the temperature off the profession. It became a conduit for the voice of the profession to talk about topics relevant at that time. So, the first year, we looked at career progression, what were some of the obstacles, enablers, again, for everybody. So, this was an open survey, open to all supply chain professionals of all genders, locations, ethnicities, levels of seniority. Everybody could pitch in on this survey. So, career progression was the first one.
Beth Morgan (11:17):
The second year, we looked at the post-pandemic workplace. We were still in the pandemic at that time and looking at, “Okay. Now we’ve kind of got a sense for how things are working.” We talked a little bit earlier about what can we learn from or benefit from flexible hybrid working, how can we take that forward into the future. So, we asked the supply chain profession to tell us how you feel as an individual supply chain professional. You know, what does this mean to you?
Beth Morgan (11:42):
This third annual survey, was inspired largely by a rigorous period of consultation with both supply chain leaders and our members in boom! and others in our network to say, “Okay. Given everything that we’ve been through the last two, three years in particular, what are the issues that are concerning you right now? Particularly as supply chain leaders, what’s keeping you up at night when it comes to talent?” One of the big things that came out of that, I think we’ll all be familiar with talk of The Great Resignation and folks leaving, a lot of that driven by the consequences of the pandemic. But looking at there’s so much movement in supply chain, in demand for talent, the talent pool is small. So, if you are a talented supply chain professional, you are in high demand, which is great for you as an individual. But for businesses this is a real concern. How can you keep your people, keep them engaged, keep them product to keep them performing so that you can move forward and do all the things that we need to do in supply chain?
Beth Morgan (12:43):
So, that question was, if you really want to retain your best talent and also attract new talent, you need to understand what makes supply chain professionals tick. What do we really need right now, particularly given this backdrop of challenge and disruption that we’ve all experienced the last couple of years? So, that was the very simple question that came out of that process of consultation was, what is it? What Does the Thriving Supply Chain Professional Need to Succeed? The answer then that we wanted to find out was, “Okay. As a company, as a leader, as a manager, as peer, what do we need to deliver to our employees to make that happen?”
Karin Bursa (13:21):
So, a couple of things. First of all, the research respondents were both male and female – correct?
Beth Morgan (13:26):
They were.
Karin Bursa (13:27):
And the research results, therefore, are intended for all supply chain professionals regardless of gender. Is that correct?
Beth Morgan (13:34):
Yes. It’s a really interesting mix actually. So, if we look at the profile – and you’ll see in the report when you download that at the back, you’ll see the demographics of who actually participated in the survey – it takes in a really nice mix of people geographically across industry, across company sizes, across levels of CDRT. So, we have responses from, you know, people who are very early in career to those who are at C-level and everybody in between and also gender. And what’s interesting having worked in research as an industry, most of them – you know, you kind of get into the data and can you cut it this way, can you cut it that way? – is to find out are there any differences. Are there any particular groups, cohorts within that survey base that might be telling a story that, “Oh, hold on a minute. We need to flag this because this group is saying something different from this group.”
Beth Morgan (14:23):
What’s been really interesting about this survey in particular – actually, this is our third annual survey – is that there were hardly any differences between the responses that the participants were giving us, which sort of gave us some pretty loud and clear messages that came out of the research, and I know we’re going to come to those. But there were only a couple of really quite small areas where you could say, “Oh, yeah. Okay. There’s some difference there between how men think and how women think.” Because, you know, it’s not always that simple. Sometimes we look at the data and go, “Oh. That’s kind of surprising.” So, yeah, never make assumptions is the learning from that.
Karin Bursa (14:59):
I think that’s one of the things that is so critical for good analysts is that you’re not approaching it with a bias. We see that (bias) in supply chain all the time. We even talk about forecast bias in the marketplace. But let’s stick with this research because your research uncovered four major calls to action. Again, we’re talking about the recent report from boom! Global Network, which is What the Thriving Supply Team Professional Needs to Succeed. We’re going to make that report available in the show notes, so you can download it, dig into the research, look at some of that demographic information as well.
Beth Morgan, take us through the four calls to action that were uncovered in this 2022 research.
Beth Morgan (15:42):
You’ll see when you download the report and have a look at the data, there is a lot in there, and a lot of that will be very practical and very useful insights. But what we needed to do was draw out of that what are the main messages from that. And there were four areas or calls to action, as you said, which sort of came out really loud and clear. And I hope we did a great job of not leading people, as you said, in any particular direction. We were asking sort of fairly open questions, certainly sort of within a certain scope of the topic at hand. Nevertheless, we didn’t want to lead people. But against that, as I say, these four areas came out.
Beth Morgan (16:22):
These are not in any particular order or importance, but I’ll start with leadership. Because I think it’s always good to start at the top. The survey respondents told us, they were looking for from their employers and from the individuals in their organizations was clear leadership. Now, that might sound really kind of like, “Well, duh.” Well, it kind of is. They’re saying that because perhaps it’s not always there. So, what would really help you thrive in your career? Clear leadership, clear communication of vision, of purpose, of direction. I think that sort of strategic vision level, but also sort of getting more practical as well. You know, where are we going and then how do we get there? So, folks were looking for clarity around that, which is really interesting.
Beth Morgan (17:12):
The second one was the call, again, for leaders, for managers to actively support professional ambition. Now, I think we all know folks in supply chain are super talented, super amazing people. We all know that. They’re also incredibly ambitious. They want to problem solve. They want to succeed. They want to move forward. They want to make progress. They want to innovate. And they want to do that, of course, in their own jobs. So, again, that came through loud and clear is that they wanted to, again, see a path ahead of them perhaps in the organization that they’re working in now or perhaps sort of more generally direction for the future. You know, where could they go in their career? And then, secondly, if there was some kind of skills gap that needed to be filled in that, how am I going to be supported in delivering on that. We know that the number of supply chain professionals moving jobs is higher than ever before. So, either looking to meet an ambition that hasn’t been met where they are or go somewhere else where they will be sort of more proactively supported in their career. You know, lots of more detail behind that, too, but that’s the general focus there. So, that’s the first two.
Karin Bursa (18:21):
That’s the first two – Leadership Clarity and Supporting Professional Ambition. Can I ask you a quick question?
Beth Morgan (18:24):
Certainly
Karin Bursa (18:25):
On leading with clarity or leadership, I think that this is really important. Did the research show any indication of how this is playing out or if it is easier or more difficult (maybe) in a hybrid work environment? How we communicate and share that leadership? Because everybody wants to know how they make an impact. Anything specific jump out from the research?
Beth Morgan (18:51):
You know what? I’m going to actually point folks back to our report from last year when we actually looked at that in a little bit more depth, because we were talking about that whole post-pandemic workplace and how does that sort of hybrid remote working environment, how has that been for you, and what are you looking for, not only from your leaders, but also from perhaps your direct managers as well. Because the feedback from that survey – and, again, that’s on our website. Again, free to download. And if you’d like to make that available to your listeners, absolutely you can.
Karin Bursa (19:20):
Absolutely.
Beth Morgan (19:20):
It’s out there. It’s free. A mixed experience, again, there was kind of a third of folks who said, “I had a much better experience during this kind of remote situation because I felt closer, I had more access to, blah, blah. You know, it worked really, really well.” There were another third who said, “No. Kind of it worked. It’s okay. Fairly neutral, neither good nor bad, it just worked. You know, it kind of worked.” And then, there were those that said, “This was terrible for me. Absolutely terrible.” I couldn’t get access to what I needed.” You were in back-to-back meetings. You didn’t have time for that kind of the human side of interacting and saying hello, how are you. You know, simple things like that. So, I think we were all learning through that period, and folks still are and still need to in many ways. It’s a different way of being and how can we learn to do that better.
Beth Morgan (20:09):
So, that definitely came out in this year’s survey, particularly around I’d say more of the direct manager, kind of situation. We asked the question, “What are you looking for from your manager?” And the thing that came out top was actually genuine concern and interest for my wellbeing. And that goes back to that very simple human, human need just for kind of a bit of empathy, a bit of social interaction, a bit of understanding from my perspective perhaps because we’re not seeing each other all of the time. Doing that check-in, particularly given the stresses that many people are under. It’s just like, yes, we need to firefight. Yes, we need to get the job done. But that should not be at the expense of establishing those very base human needs for rapport, empathy, support.
Karin Bursa (20:59):
Those are all critically important and are factors that get people to stay, I think, for the long term, feeling connected, feeling seen, feeling like they’re making a difference. I know we could dive into each one of these, but let’s get to the third and fourth calls to action that came from the research. So, the first was, lead with vision and clarity and compassion. The second, actively supporting professional ambition. And, boy, do I have questions for you there! But I want to be sure we’ve got the opportunity to really share some insights here on the total report. What would be the third call to action, Beth?
Beth Morgan (21:34):
The third one was provide the right tools. Give me the right tools that I can use to, not just to be effective and efficient and productive, but to really shine in my job and the work that I’m doing. This was a question, actually, where, again we did not want to lead at all. We asked what I think is quite a fun question, which was kind of, “If you could wave a magic wand and ask for anything at all, either ask for a resource for something to change, for something to stop, or whatever, anything, tell us what you need to really be successful in performing your role as a supply chain professional?” And this is what came out. It wasn’t the only thing, but it was the most popular thing that we heard again, and again, and again, and again through this open question, was, give me the tools to do my job well.
Beth Morgan (22:26):
And sort of coming at this from various other questions that we did have in the survey was something we’ve talked about for years, and I’m sure we will continue to talk about it for years as supply chain professionals, is, having access to data, the right data, real time data, integrated data, end to end data. We need clear visibility into that data. So, how can we provide, particularly during this era of digital transformation? So, we’re kind of getting glimpses into what’s possible when you do have access to data. You can do amazing things, particularly in supply chain, will just keep the wheels turning even more smoothly. So, that’s the thing, provide the right tools and then the skills, obviously, the training, and investment in that to go alongside that to make sure that, not only do we just have the tools, but we can make the best of them.
Karin Bursa (23:18):
Given my background in digital supply chain solutions, I’m all about that, but I hear this time and time again. Beth, you made a comment when we first started our conversation about The Great Resignation. And, we’re certainly seeing the baby boomer generation exit the supply chain profession at a faster rate than was anticipated. I think that that’s important to this conversation because the talent that is stepping into those roles today is much more tech savvy earlier in their careers than those that are exiting. They are early in the careers, very tech savvy, asking good questions, and wanting to dive into, not just the data, but the insights from the analysis of that data so that they can make better decisions faster each and every day. So, I love that that was one of the main themes that came out of the research. Let’s hit the fourth call to action.
Beth Morgan (24:20):
The fourth one, and this is one of these classic last but by no means least, is, support for employee work-life needs. I guess another phrase for this would be work-life balance. But not just that, but actually looking at particularly against this backdrop of what we’ve experienced, what we’ve learned from the last couple of years, how can we best support our employees when it comes to that whole balance?
Beth Morgan (24:49):
So, this was important for quite a number of the survey respondents was, when they were looking at the things that were kind of almost deal breakers, I think, for either the roles that they currently had or if they were looking at maybe moving to a new position with another employer, they will be checking out access to flexible and/or hybrid working, is that an option. If it’s not, for many people now this is going to be a deal breaker. And we’re seeing kind of mixed experiences now where some companies are saying, “Okay. Back to how things work. Everybody back,” all the time. While there are other employers who are saying, “Actually, you know what? We can make this work. Let’s learn from what we’ve experienced the last couple of years and bake this into this is going to be our new normal now. We’re going to offer flexible working, hybrid working.” Guess where most people are going to go to, they’re probably going to go and want to work for them rather than the ones that say back in the office all the time.
Beth Morgan (25:48):
That’s the important thing to remember here is that everybody, I think, is different. So, it’s not about completely working from home all the time. That doesn’t work for some people. Certainly not younger people who perhaps want to be in an office and need support from others in the office as well. But it’s finding sort of that middle ground that I think works for everybody that, depending on what your needs are, you can have the best of both worlds.
Karin Bursa (26:14):
I think that is so spot on. And, the goal here is, not just to retain talent, but it’s to attract and develop the talent that you’re bringing into the organization. Beth, what would you say to any employers that are listening to this podcast? What are the consequences of neglect any of these four areas?
Beth Morgan (26:37):
Well, I think quite simply, if you’re not in balance in one or more of these four areas, so in leadership, in providing the right tools, and supporting professional ambition, and understanding employee work-life balance needs, your people might vote with their feet. And it’s easier than ever to do that now because, as I say, there are so many positions out there that are needing to be filled and fewer people to fill them, so that’s going to continue. So, I think to make sure that there is balance across each of those four areas and to actually check in – a lot of great companies will do pulse surveys throughout the year to check on how their employees are feeling – I think that’s critical now more than ever.
Beth Morgan (27:19):
I also want to make sure we bring in, if we have time, just to say, because this was really important from the report, that if you look at the level of stress and burnout that is still quite common across the profession, that actually is a red flag still. If we look at the numbers during the pandemic – we asked the same question last year, we asked again this year – the numbers haven’t changed that much, actually. I’m going to have a look down at my data here so that I get the numbers right. We’ve got 53 percent of the survey respondents saying that they’re stressed occasionally and they’re not burned out. But, actually, 21 percent say they’re burning out, they’re emotionally and physically exhausted. Seven percent are saying they’ve got ongoing burnout symptoms and another 7 percent saying help, I need serious help. Seven percent, that’s high. And only last year, it was 8 percent. So, it’s only gone down 1 percent. So, I think that’s another thing that might be an underlying kind of thing that needs to be just checked on. And, again, I say, the survey responses came from men and women of all ages across all geographies. You know, this is a global – I’m not going to call it a crisis, but it’s a major red flag that employers need to be aware of and do something about.
Karin Bursa (28:37):
That is so important and I do agree with you. And I continue to hear burnout and just exhaustion from many people I speak with in key supply chain roles. You mentioned a couple of things in our discussion, so supply chain is on center stage, we have higher demand for supply chain talent than we’ve had historically, plus that’s combined with The Great Resignation. So, you know, it’s back to demand and supply. I’ve got higher demand. The talent pool is shrinking or the experienced talent pool is shrinking. And I guess I’d really like to know, Beth, your recommendations for the supply chain professionals, for the individuals that are listening to this podcast and thinking about their careers. What would you like them to take away from this research?
Beth Morgan (29:27):
Well, a couple of things. I mean, one thing is, hopefully, we’re asking the right questions. I’m reminded of – what was the T.V. show with Frasier Crane? We’re listening – We’re listening. We want to be your voice through this annual global survey. We will keep repeating these surveys every year. We would love folks to sign up and participate in our future surveys, if you haven’t been one of the wonderful people who has already. Because I think it’s important for the industry, for the sector to hear the voice of the profession. So, definitely, yes, make your individual feelings known because that’s how things change.
Beth Morgan (30:04):
The other thing that I would say is that, it comes back to the level of ambition that is clear to see in this sector, is that, if you are not being invested in from that professional development perspective, ask for it. Ask your employers for that. It will benefit them because everybody’s going through this through one degree or other, going through this stage of transformation, of innovation, of growth. You know, be part of that. Step forward. Lean into that, definitely. And if you’re not necessarily getting that for your employee, make time for yourself to learn because supply chain moves fast. I think particularly in a digital area, we ask that question in this report, “Where are the areas of learning that you feel you have gaps and you want to know about?” Sustainability was one, advanced analytics was one, digital transformation. So, there’s lots of these areas that people are hungry to learn about and there are so many great resources out there, listening to podcasts, going on webinars. Just take advantage of it. Soak it all up. Hopefully, it will keep us all growing and learning together.
Karin Bursa (31:13):
Wonderful. And, Beth, congratulations on the growth of boom!
Beth Morgan (31:17):
Thank you.
Karin Bursa (31:17):
Beth Morgan, CEO and Founder of boom! Global Network, thank you for sharing these insights today. We’ve been talking about What the Thriving Supply Chain Professional Needs to Succeed. This is recent research that was conducted by the team at boom! Global Network. Beth, give us those four areas one more time.
Beth Morgan (31:34):
Absolutely. So, again, in no particular order:
1) Lead with Clarity, Vision, and Compassion
2) Actively Support Professional Ambition
3) Provide the Right Tools
4) And last but by no means least, Support Employee Work Life Needs.
Karin Bursa (31:52):
Fantastic. Thanks so much. And to our listeners, we’re going to make that easy for you to find. You can either check the show notes here with TekTok or you can go to the boom! Global website, and download that research from the website and maybe participate in some future research that the boom! team will, in fact, be conducting. Beth, what time of year does your research kick off? When are you collecting the survey responses?
Beth Morgan (32:18):
Good question. So, currently – where are we now? End of November, early December. We’re in that initial consultation period to get some guidance on what other questions we need to ask. We don’t have an open date yet, but it’s going to be probably towards the end of March next year, ’23, when the next one comes out.
Karin Bursa (32:37):
Excellent.
Beth Morgan (32:37):
Or the survey starts.
Karin Bursa (32:38):
TekTok movers and shakers, I want you to make a mental note of that. And be sure to chime in and participate in this important research that’s going to be led by Beth Morgan and her team at boom! Global Network. Thanks so much, Beth, for joining us today. How can our TekTok listeners connect with you?
Beth Morgan (33:01):
Let me bounce that right back at you, Karin, it’s been a pleasure to be here today. And thanks everybody for listening. We’d love to stay in touch with you. One of the best ways to do is to find our company page on LinkedIn. We post regularly there about what we’re doing within boom!, about our research surveys, and also all the free events that we do throughout the year. So, boom! Global Network, just search for us on LinkedIn. And, yeah, our website is boomglobalnetwork.com. Click on research and you’ll find this and the previous two reports, and also the Gartner/AWESOME Women in Supply Chain reports as well, which have absolutely fantastic data.
Karin Bursa (33:37):
Thank you so much, Beth Morgan, Founder and CEO of boom! Global Network. Thanks again for sharing your insights into What the Thriving Supply Chain Professional Needs to Succeed. Until next episode for TekTok. Remember that our goal with TekTok is to help you eliminate the noise and focus in on the information and inspiration that you need to transform your business and replace risky inventory with valuable insights. If you’re a fan of the show, please leave a review, subscribe and follow TekTok Digital Supply Chain Podcast.
We’ll see you next time on TekTok, which is powered by Supply Chain Now.
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Beth Morgan is founder and CEO of boom!, the go-to global network connecting a cross-industry community of female supply chain professionals from around the world. With hundreds of members spanning over 40 countries, boom! provides inspiration, learning and mentoring designed to help aspirational women develop their personal and professional skills and build the network they will need to become future leaders. The community is also a conduit for advising supply chain leaders and their HR business partners on strategies for increasing female representation through all echelons of their organisations. Beth’s career as a supply chain industry analyst and advisor has spanned over two decades. Prior to launching boom! she was Research Vice President at Gartner where she advised global Chief Supply Chain Officers and their teams on sustainability and talent management best practices. Based in the UK, Beth is a graduate of the London School of Economics and the University of Leeds, where she currently serves as a mentor on its annual Alumni Leadership Programme. She is also a certified Performance Coach. Connect with Beth on LinkedIn.
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