By Stanley E. Fawcett, Melanie Hinterplattner, A. Michael Knemyer, and Amydee M. Fawcett ·
July 7, 2022
On March 11, 2020, the World Health Organization (WHO) declared the novel coronavirus (COVID-19) a global pandemic. The WHO was too late. Travel bans and lockdowns followed, but COVID had breached containment. Two-plus years of pain—physical, emotional and economic—ensued, injuring individuals, businesses and economies worldwide.
During COVID’s twists and turns, decision makers, including supply chain professionals, acted like deer caught in the headlights: Startled, vulnerable, they froze. So did global supply chains. As if struck by an unyielding force, the global economy staggered. Eventually, COVID became endemic, supply chains thawed and the global economy rebounded. Many inquired: “Why was the COVID response so hard?”
We have another question: After a half dozen infectious-disease events since SARS in 2003, why didn’t we see COVID coming? Once spotted, why didn’t we sense the nature of COVID’s threat earlier? The answer stares us in the face: Our sensing abilities, at all levels, are under-evolved.
Critically, we don’t just miss disruptions—large and small—we often fail to get out in front of emerging trends, and we seldom sense and make sense of changing competitive rules. Do you remember Blockbuster, Compaq Computer or PanAm? Each was an industry leader killed off by a disruptive marketplace.
Now, a little good news: The deer-in-the-headlights idiom offers keen insight into how to improve our sensing abilities to achieve actionable awareness. Let’s take a closer look.
The origins of the idiom
Have you ever tried to sneak up on a deer in the wild? It’s quite the impossible task. Deer possess highly evolved senses. Their eyes, ears and nose keep them fully aware of their setting. The eyes are especially well adapted for survival. You may know that as a prey species, a deer’s eyes are widely spaced. They can spot and track movement across a 310° field of view. But do you know the rest of the story?
By Stanley E. Fawcett, Melanie Hinterplattner, A. Michael Knemyer, and Amydee M. Fawcett ·
July 7, 2022
On March 11, 2020, the World Health Organization (WHO) declared the novel coronavirus (COVID-19) a global pandemic. The WHO was too late. Travel bans and lockdowns followed, but COVID had breached containment. Two-plus years of pain—physical, emotional and economic—ensued, injuring individuals, businesses and economies worldwide.
During COVID’s twists and turns, decision makers, including supply chain professionals, acted like deer caught in the headlights: Startled, vulnerable, they froze. So did global supply chains. As if struck by an unyielding force, the global economy staggered. Eventually, COVID became endemic, supply chains thawed and the global economy rebounded. Many inquired: “Why was the COVID response so hard?”
We have another question: After a half dozen infectious-disease events since SARS in 2003, why didn’t we see COVID coming? Once spotted, why didn’t we sense the nature of COVID’s threat earlier? The answer stares us in the face: Our sensing abilities, at all levels, are under-evolved.
Critically, we don’t just miss disruptions—large and small—we often fail to get out in front of emerging trends, and we seldom sense and make sense of changing competitive rules. Do you remember Blockbuster, Compaq Computer or PanAm? Each was an industry leader killed off by a disruptive marketplace.
Now, a little good news: The deer-in-the-headlights idiom offers keen insight into how to improve our sensing abilities to achieve actionable awareness. Let’s take a closer look.
The origins of the idiom
Have you ever tried to sneak up on a deer in the wild? It’s quite the impossible task. Deer possess highly evolved senses. Their eyes, ears and nose keep them fully aware of their setting. The eyes are especially well adapted for survival. You may know that as a prey species, a deer’s eyes are widely spaced. They can spot and track movement across a 310° field of view. But do you know the rest of the story?
July 7, 2022
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