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Mike Doherty
Finance Professional with Diverse Experience
Mike Doherty is an accomplished professional specializing in supply chain planning and process design, known for his expertise in innovative planning principles and the Flowcasting process.
With a background in Mathematics and Computer Science from the University of Waterloo, Mike has a strong foundation for his work in revolutionizing supply chain management.
Throughout his career, he has played pivotal roles in introducing significant process changes within the retail industry, such as implementing DRP and Supplier Scheduling at Canadian Tire and transitioning Princess Auto to utilizing Flowcasting principles for their entire business management.
Mike Doherty is dedicated to leading the transformation of the retail sector by emphasizing consumer and stakeholder expectations, aiming to position supply chains as a strategic growth driver in the business landscape.
His contributions extend to co-authoring a book titled 'Flowcasting the Retail Supply Chain,' which outlines an integrated planning paradigm for retail and industrial supply chains.
His specialties include supply chain planning, process design, Flowcasting, DRP, software selection, project management, and retail industry expertise.
Currently serving as a Partner at Demand Clarity, Mike's previous roles include consulting positions at Loblaw Companies Limited, NuThink Inc, Canadian Tire, Capgemini, and Ernst & Young.
Highlights
A little ditty from Henry Mintzberg’s brilliant book, “Bedtime Stories for Managers”…
Managing Scrambled Eggs
Years ago, I flew Eastern Airlines one morning from Montreal to New York. It was the largest airline in the world at the time, run by ex-astronaut Frank Borman, but soon to disappear. They served food in those days, well sort of—something they called scrambled eggs. I said to the flight attendant: “I’ve eaten some awfully bad things in airplanes, but this has to be the worst.” She replied: “I know. We keep telling them; they won’t listen.”
Now how can this be? If they were running a funeral home, I could appreciate not communicating with the customers. But an airline? Whenever I encounter some awful service, or a badly designed product, I wonder about the management. Is it running the business, or reading financial statements?
I guess that the financial analysts of the time were reading those statements too, and telling everybody about the problems of load factors, route structures, turnaround times, whatever. Don’t believe a word (or number) of it. Eastern Airlines went belly up because of those scrambled eggs.
Some years later, after telling this story to a group of mangers, one, from IBM, came up to tell me another story. Borman came running in at the last minute for a flight. First class was full, so they bumped a paying customer to put the boss where I guess he had become accustomed. But, apparently feeling guilty, he decided to speak to the customer. He asked a flight attendant where he could find economy class. (I made this part up, but the rest is reported as told to me.) Borman went back and found the customer. “I’m Frank Borman, president of Eastern Airlines,” he said. The customer answered: “I’m John Akers, president of IBM.”
Now the problem was not about who was bumped. Quite the contrary: status was the problem. Class counted for more than substance. Managing is not about sitting where you have become accustomed. It’s about eating scrambled eggs.
I've been working in supply chain for a long time and I'm obviously not a merchant. So, is this an example of great merchandising?
