OPERATIONS
You’ ve described Blue Yonder’ s evolution as an organisational transformation underpinned by investment in the platform; when you arrived at the business what was your initial assessment and what convinced you of embarking on this level of change? The challenging task was not just transforming Blue Yonder, but an entire industry’ s approach to supply chain technology. The industry and buyers needed to stop thinking about supply chain as a collection of point solutions and start thinking about it as an end-toend platform that enables cross-functional collaboration and orchestration. The change management exercise was probably the biggest challenge we faced in implementing this new strategy. First, internally, and then secondly, with the market at large. Inside Blue Yonder, people have perhaps been more siloed than they should be. The product manager for WMS only cared about WMS. So, over the last four years, we’ ve been transforming Blue Yonder to think more like a platform company and adopt the mindset that these things should be designed to work together.
How do you approach leading through industry volatility to ensure culture and organisation doesn’ t suffer? Unfortunately, disruption and complexity are business as usual in the supply chain. For 30 years, leadership was about
By leading with empathy we inspire others to do the same
Duncan Angove Global CEO Blue Yonder
optimising for a stable world. Now, it could be argued that leaders who try to“ wait out” the current volatility are making a structural mistake. Leadership now requires architecting for resilience and agility rather than just cost efficiency.
What kind of leader do you have to be to ensure the team and the business remains excited and motivated on your transformation journey? My hope is that by leading with empathy, we will inspire others to do the same. This builds a culture of compassion, understanding and excellence that in turn drives innovation, collaboration and lasting success.
140 May 2026