ABSTRACT
Companies around the world spend billions on “solutions” to improve their supply chains. These billions include expenditures for capital equipment; launching new systems; and opening or closing plants, warehouses, or sales offices. With such large investments at stake, managers want the changes to “stick” (i.e., not wither away soon after the project is over). To the chagrin of many, organizations are like rubber bands — they quickly return to their original state once the pressure is off. Once the wave passes, business as usual returns.
