, I would further offer them incentives for cross-sharing and cross-collaboration by giving management and individual bonuses for them attaining perfect orders from supplier orders to manufacturing through fulfillment to customers - for every quarter of perfect orders over 95% I would give a 30% bonus based on salary to both managerial and individual contributors. While this appears overly generous, the savings of collaboration between supply chain and customer fulfillment including sales would more than pay the difference. Process Redefinition

Next, instead of merely re-shuffling boxes on an organization chart I would thoroughly review all processes that either directly or indirectly impacted or influenced customer demand and customer service. If any processes got in the way of serving customers, I would discontinue it and get rid of the distraction within the organization. Departments would be organized to make customer-facing processes work first and the traditional organizational structure would abandoned in favor of a more agile, more market-sensing and customer-responsive organizational strategy. In fact any organizational process that did not add value to the steps of attracting, selling or serving customers would be gone after the review I would complete. In addition, new processes that would increase the agility and speed of the entire value chain of the company would be included. Underscoring all these changes would be the passionate vision I would be the chief evangelist of. If there were disputes between departments, the focus on what delivers the...

The organization would no doubt be much thinner, yet it would be full of people energized with a common vision they truly believed in, and the organizational structure would be more process than functionally-driven.
Summary

In summary, I would take the following key steps:

Determine what the core strengths of the organization are and build a strong vision and a passionate message around it to serve as the foundation for true change. As the CEO it would be imperative for me to be the foremost evangelist of the vision to make it real for the employees.

Focus on the value chain and making supply chain management and customer fulfillment, sales and service world-class. Incent cooperation from both ends of the value chain to ensure excellent performance and give generous bonuses of quantifiable evidence of this cooperation.

Delete and abandon all functional boxes and re-structure the organization to be agile and quick to respond on specific customer- and supplier-facing processes to ensure the greatest agility possible.

Always re-evaluate the processes used to serve customers and suppliers and re-define the structure of the company to stay agile and focused. Work to get roadblocks out of the way for each process-centric group to achieve their stated objectives of serving customers and growing customer loyalty and customer lifetime value.

Incent and recognize cross-company collaboration across the entire value chain within the company.