Ministry of Defence UK
About: Mark Taylor - Former Global Supply Chain, Logistics & Operations Executive
Mr. Mark Taylor has over 29 years of international senior board-level experience across multiple industries & sectors. Heavily focused on large-scale Transformation, Business Change & Continuous Improvement, delivering Operational Excellence to both the public and private sectors. A proven leader, with an acknowledged record of achievement in meeting demanding objectives in multi-£M strategic Supply Chain planning. Wholly responsible for the strategic management, financial acquittal, and auditing of multiple, multi-£Bn inventory & accounts (£1Bn+) & responsible for over 1500 personnel (FTE). Mark had conceptualised the procurement, roll-out & Continuous Improvement of multiple high value (multi-£M) Transformation projects. With a consistent history of large-scale successful strategic and operational Business Change Management, simultaneously managing stakeholders, multiple supplier relationships & contracts, implementing and adapting change to the highest standard, with meticulous attention to detail, on time, in scope and within budget. This, when coupled with his unquestionable loyalty and dedication has helped the UK Government to maintain its premier position in the global marketplace. Professionally & academically accredited at the very highest level, from world-leading universities (top 2%) & Chartered organisations. Finalist for the "Business Leader of the Year" at the British Ex-Forces in Business Awards 2018. Mark is an intelligent, articulate International Chairman, keynote speaker, BBC commentator & multi-award-winning published author which, when coupled with his limitless drive culminates in truly exceptional results.
1. Why is there a need to think more strategically about talent management?
Increasing competition in the global marketplace and the ever-growing skills gap has made it extremely challenging to find the right candidate at the right time. Acquiring the talent organisation’s need to reach their objectives is much more complex than simply posting a job vacancy or promoting the next-in-line.
In order for a defence organisation to make its mission a reality, it must identify candidates who have the right skills, the right experience, and are the right cultural fit. Today, hiring and developing the right talent is the single most important component in achieving strategic and operational goals. Organisations that have the best-in-class approach to talent acquisition do tend to reap significant benefits compared to organisations that do not have the same focus.
The key to inciting a workforce to greatness is to align talent management with organisational strategy, that way organisations can define consistent leadership criteria across all their functional areas, and identify specific competencies, such as analytical, technical, education and experience, to cultivate for continuing increases in operational capacity.
2. Why are companies under investing in their staff?
Investment in personnel by organisa-tions is almost always driven by the economic environment in which it operates. At a first glance, organisations might think investing in employee training during economically challenging times would be counter-intuitive because it requires a significant monetary investment and thus increases costs. What organisations save in the lack of investment in the short term is very nearsighted, and they will suffer in their operational long-term output if their talent is not invested in the correct manner.
As professional logistics organisations they should have one core product and that is the talent and expertise of their people. If organisations do not invest in the development of their professionals, it would be akin to a manufacturer not upgrading equipment, yet still expecting improved productivity.
3. What are the right skills staff currently need to succeed?
The supply chain management area has evolved from a loose affiliation among functions such as purchasing and logistics to an integrated, all-compassing and cross-functional discipline. Consequently, the extensive knowledge and skills required in the supply chain vocation has changed drastically. The top five skills currently in demand are communication, organisation and planning, teamwork and interpersonal, IT and problem solving skills.
From purely a defence perspective, the utilisation and reliance on complex Logistic Information Systems (LogIS) currently employed by defence and the military, has created an IT skill void. What were once seen as mainly junior roles in procurement and logistics are now considerably more complex, where even the most organic employee is required to operate multi-million LogIS. The reliance on such systems requires employees with significantly higher IT proficiency that has been seen in the past.