The Logistics Institute


"Logistics Process Diagnostics was one of the first modules I took with the Logistics Institute. It was and still is one of my favourite modules taken thus far, the facilitators and course content was amazing.

The “Beer game” is used to drive home the “Bull Whip Effect” and what causes it to occur. The bull whip effect is mainly caused by three underlying problems: 1) a lack of information, 2) the structure of the supply chain and 3) a lack of collaboration.

The Game: you are assigned to a group of 4 and participate as the Supplier, Manufacturer, Distributor or Retailer. The task is to produce and deliver units of beer: the factory produces and the other three stages deliver the beer units until it reaches the customer at the downstream end of the chain.

The aim of the players is rather simple: each of the four groups must fulfill incoming orders of beer by placing orders with the next upstream party.

Communication and collaboration are not allowed between supply chain stages, so players invariably create the so called Bull Whip Effect.


"The world is moved along, not only by the mighty shoves of its heroes, but also by the aggregate of the tiny pushes of each honest worker."

Helen Adams Keller, lecturer and author (1880-1968)

On Demand
8 Weeks to finish

MYTH: You need a title and a position to be a leader

TRUTH: The world is flat [Thomas L. Friedman]. Everything is interconnected, networked, and hyper. Information is pervasive. Privacy is a fallacy. Decisions are instantaneous and impactful, rippling around the globe like tsunamis. Complexity reigns supreme. Complications arise when we fail to respond responsibly. Responsibility is immediate. The demand is for leadership.

CHALLENGE: We are responsible to lead. To succeed, we need to be effective, efficient and motivated. Our organizations and companies need people from frontline workers to senior executives and managers who are engaged in achieving their own personal success and committed to the success of the company in globally competitive markets.


Leading to Succeed is an experience in leadership. It is NOT a course about leadership. Cases, diagnostic tools, and simulations put you in situations where you must make decisions. Through this process you can gain insights into your capacity to lead, hone your leadership skills, and develop as a leader.

The capacity to lead is built on three pillars: Influence, Power and Action.


Influencing others is complex. It requires skill. It does not involve magic; it is not misplaced hope that others “might see the light” and agree with you. It is about:

• convincing others in the first place that you have a right to your opinion, position, or plan, and

• convincing others in the second place to be open to consider the merits of your opinion, position, or plan, even if they do not agree with it, and

• convincing others in the third place to support you in pursuing your opinion, position, or plan, even if it is not theirs, and

• convincing others in the fourth place to agree with you.


There are many ways in which we lead:

• through position and authority [hierarchy and title];

• through direction, procedures and standards [SOPs];

• through moral and ethical influence [modeling behavior];

• through advice and understanding [teaching];

• though charisma and success [aspirational];

• through opportunity and motivation so that others become leaders in their own right.

The differences among these approaches rests in how we use power in relationship to others. In business, as in life,

• we can manipulate, where power is about controlling others.

• we can administer, where power is in the structure or system and how we use it.

• we can manage, where power is in the plan and how we establish objectives, goals, KPIs.

• we can motivate, where power is in other people and how we empower them to succeed.


Realistically leadership is situational: not everyone is equally committed or competent. So people in positions of responsibility as leaders [whatever their title or position of authority] need to lead in ways that fit the behaviors of those being led:

• a supporting leadership style praises, listens and facilitates, appropriately applicable where people are very competent but not always committed or motivated to succeed.

• a coaching leadership style directs and supports, appropriately applicable where people have some competence and some commitment but are lukewarm at best in both instances.

• A directing leadership style structures, controls and supervises, appropriately applicable where people are motivated, committed and have high drive, but are not very competent.

• An empowering leadership style turns responsibility over to others for day to day decisions, appropriately applicable where people are motivated, committed and have high drive, and are highly competent and skilled.

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