Part 2
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Andy's conversations with peer managers are interesting and enable him to nurture important cross-functional relationships. However, they don't yield information that he can apply specifically to what he does in purchasing. But his conversation with his friend Kevin at the other hospital proves much more valuable.
Kevin tells him about a new electronic system that his group has implemented to keep track of supplies inventory. The nurses' stations at his organization now have supply units that resemble vending machines. When a nurse or doctor needs a supply, they go to this unit, punch in a few codes, and the item is dispensed. The device updates—in real time—how many units of each supply have been used and when. This information is simultaneously synchronized with inventory records to ensure that supplies don't run low. When inventory reaches a certain level, the system automatically sends a purchase requisition to the vendor electronically. This new system, Kevin tells Andy, has vastly improved the speed and efficiency of the purchasing process. The best part, he adds, is that his department no longer has to deal with paper requisitions.
Intrigued, Andy calls a colleague in IT and asks if such a system could be implemented at his hospital. She thinks it's conceivable. But, she warns, it would require a substantial capital investment.
view textWeighing his IT colleague's comments, how might Andy proceed?
Explore all the choices.
Put a business case/proposal together that advocates adopting this type of electronic inventory system at his hospital
Not the best choice. While an electronic inventory system sounds promising, making a proposal is premature at this stage. Andy should first talk with all the potential stakeholders of his idea—everyone who would be affected by adoption of the new system or who would have an interest in its outcome. Only then can he learn about their needs and concerns and eventually propose a plan that best serves the entire organization.
Talk informally with doctors and nurses in his hospital about how they use supplies and what problems they may currently be experiencing with accessing supplies
Correct choice. By talking informally with doctors and nurses (his internal customers), Andy learns about their needs and concerns regarding supplies. As he conducts these conversations, he may gain insights into how best to set up an electronic purchasing system. He may also think of additional ideas worthy of consideration—a range of alternatives that may boost his chances of selecting the best possible solutions to problems with managing purchasing and inventory control problems.
Gather as much information as he can about companies that make these electronic inventory systems so that he can speak intelligently about the subject with his boss
Not the best choice. Strategic thinking isn't about becoming an expert on ideas and using your knowledge to persuade others to adopt your idea. Though persuasion skills are important, strategic thinking is about seeing opportunities, exploring their potential value, and considering their broad, practical ramifications for your organization.
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