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Lily
Healthcare
Supply Chain
Lily's professional experience stretches back over 30 years in the US and Asia Pacific region especially in China. She has been primarily responsible for developing supply chain and logistics strategies, turbo charging eCommerce growth, bringing excellence to the operations of warehouses and transportation, leading key initiatives including customer/hospital capability development, to enable and drive business growth and business model changes. She is well known in advocating innovations along the whole value chain with customer obsession, based on her deep understanding and insights across FMCG, Medical Devices, Pharmaceuticals, Fashion & Retail, Electrical and Chemical industries.
Prior to that, Lily had a diversified path from research and product development, to business development and sales management, to manufacturing operations, supply chain and logistics. She was on the advisory board of a worldwide Supply Chain Council.
Lily's leadership has been clearly demonstrated:
- Leading global transformation initiative as part of a 4-member Committee of Asia Pacific Region in redesigning global supply chain/logistics operating model and organization structure, followed by deployment
- Restoring supply chains and create competitive advanage in trade compliance during COVID-19 to fulfill the nees of consumers and patients
- Making tough decisions in organization changes through performance differentiation and managing mediocre performers via PDP (Performance Development Plan incl Weekly 1 on 1).
- On talent growth, acting as a mentor or coach to more than 80 persons of various nationalities over the past 10+ years, with her expertise in Mapping out team's vision and mission, Gaining collaboration thru stakeholder management, Enhancing team cohesiveness & Building high-performing team, and Developing Global Perspectives.
Chinese - Mandarin, English
Healthcare, Fast Moving Consumer Goods (FMCG), Supply Chain & Logistics, Chemical
Supply Chain, Team Leadership, Business Process Reengineering, Business Development
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Agility Transformation, Digital Transformation, Industry 4.0 Transformation, Business/Organizational Restructuring, Industry disruption, Spin-Off & MBO
Delegating/motivating, Drive corporate innovation, Executive presence/credibility, Driving organizational change, Developing strategic vision, Influencing others
This case applies to both "Adapt to a New Role" and "Delegating/motivating".
A senior manager made a number of career moves between various functions within a big corporate. He was promoted a few times due to contribution to projects but never had any experience in managing people. Shortly after moving to my team, problems take place. He did not understand why his reports could not get work done, and his reports bypassed his supervision in directly connecting with other leaders.
We started 1 on 1. A few key elements:
1. Get him open on desires and pains.
2. Ask lot of questions including
. how would him call it a success at the new role
. what is his perspectives on individual contributor vs a people leader
. how well does he understand each individual of his team
. why these people shall follow him.
2. Agree on objective and the approach. This included my help for his strategic networking, to reach out to key stakeholders to learn quickly and to gain insights, thus to establish his own credits.
3. Track and review every week: send written summary before each 1x1 session, then focus only on one or two key areas during the conversation, to understand what is behind each issue, thus enable more effective action plan.
Result: after 3 months, he became confident and comfortable and the team got things on the right track.
Supply Chain & Logistics for Medical Devices, Pharmaceuticals and Consumer Goods
Adidas
Rohm and Haas, then merged to Dow Chemical
Brigham Young Univ.
Peking University
The Wharton School, University of Pennsylvania