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Just as men are from Mars and women are from Venus (or so the saying goes), corporate executives and supply chain professionals are also from different planets. The make-up of executive committees and boards of directors includes people who are largely not from the supply chain world. Talking about faster inventory turns probably invokes some mental image of material spinning around in some god-forsaken facility that few in this group have ever visited. To put it bluntly, you entered the lair of a group whose obsession is strategy, corporate-level indicators, and financial results. You, on the other hand, brought to them a world that is more about tactical operations, nonfinancial indicators, and activities instead of accomplishments. Can anyone spell disconnect? Would it not have been better to speak their language? What would be your suggestion to get both types of management on the same page so to speak? How could you get them to communicate and understand what is important to both of them?

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