A middle manager at a global technology organization — let’s call her “Denise” — had a problem. She’d come up with the idea of revamping the company’s inventory management approach by networking together “sleeping” resources. Specifically, she proposed a system that tracked the real-time inventory needs and usage of business units worldwide, located unused inventory in each unit, and arranged delivery of that inventory to where it was needed. The innovation would boost efficiency by taking the excess inventory of one business unit and shipping it to units that had deficits, thereby reducing inventory-carrying costs companywide.
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