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Alan Amling

CEO at Thrive and Advance, LLC

Atlanta Metropolitan Area, United States

Distinguished Fellow at UT Supply Chain Institute; CEO Thrive and Advance, LLC; Board Member at JustReturns, Advisor to DeliverEZ and Airflow

Available For: Advising, Authoring, Consulting, Speaking
Travels From: Atlanta, GA
Speaking Topics: Corporate disruption, Supply Chain, ESG

Alan Amling Points
Academic 5
Author 61
Influencer 133
Speaker 0
Entrepreneur 0
Total 199

Points based upon Thinkers360 patent-pending algorithm.

Thought Leader Profile

Portfolio Mix

Company Information

Company Type: Service Provider
Theatre: North America focus, global capabilities
Minimum Project Size: Undisclosed
Average Hourly Rate: Undisclosed
Number of Employees: Undisclosed
Company Founded Date: Undisclosed
Last Media Training: 05/01/2018
Last Media Interview: 04/01/2022

Areas of Expertise

Autonomous Vehicles
Change Management
Climate Change
Digital Disruption 33.15
Digital Transformation 30.06
Leadership 30.98
Management 30.05
Supply Chain 30.18
Business Strategy 32.35

Industry Experience

Forest Products & Paper
Higher Education & Research
Professional Services
Travel & Transportation
Wholesale Distribution


1 Book
Organizational Velocity - Turbocharge Your Business to Stay Ahead of the Curve
Business Expert Press
March 14, 2022
If you’re not operating with Organizational Velocity, you’re getting lapped and don’t even realize it.
The business environment changes with lightning-fast speed while nimble upstarts cross long-established competitive moats with increasing ease. The status quo needs to be blown up.
In Organizational Velocity, veteran UPS executive Alan Amling distills five years of research combined with three decades on the front lines of Corporate America to reveal a fundamental truth…
Moving at the speed of change is a choice, not a circumstance.
Companies from Amazon to Shaw Industries stay ahead of the curve by operating with Organizational Velocity, a rapid learning paradigm empowering organizations to stay ahead of change.
Amling shows how companies get in their own way and provides pragmatic insights from industrial, digital, and military leaders to break through the organizational friction and thrive in disruption.
Organizational Velocity is for current and aspiring executives seeing the disruption at their doorstep but not knowing how to break through the cloud of uncertainty. So dog-ear the pages and create a company built to stay ahead of the curve.

See publication

Tags: Digital Disruption, Leadership, Business Strategy

1 Journal Publication
Logistics and Distribution Innovation in China
International Journal of Physical Distribution & Logistics Management
September 28, 2018
The purpose of this paper is to explore how two mega-trends, e-commerce and urbanization, have
the potential to reshape logistics practices around the world. Primary focus is on how Chinese business
practices and logistics innovations are increasingly relevant to the USA and other western countries.

See publication

Tags: Digital Disruption, Digital Transformation, Supply Chain

Thinkers360 Credentials

1 Badge


1 Article/Blog
The Invisible Asset: Trust by Alan Amling
April 27, 2022

Trust, as everyone knows, is fundamental. Without trust, employees experience more stress, higher burnout, and less energy at work. A study in Harvard Business Review compared people at low-trust companies with people at high-trust companies. Not surprisingly, at high-trust companies there is 74 percent less stress, 106 percent more energy at work, 50 percent higher productivity, 13 percent fewer sick days, 76 percent more engagement, 29 percent more satisfaction with their lives, and 40 percent less burnout.

Trust is invisible; there is no line item for it on a balance sheet. But its presence, or absence, is felt. Trust is like the wind, casting invisible seeds into every field of an organization. How organizations observe, accept, and act on threats and opportunities is essentially a function of trust, manifesting in both high and low-profile situations.

Let’s take, for example, the situation of an executive who is in a staff meeting and faced with an operations issue that could be detrimental to the company. He or she thinks, I don’t want to raise a red flag. What will my boss and colleagues think of me? If I’m right, then I’m Gold, but if I’m not … This scenario plays out every day in corporate meetings across the world. The first idea is usually not the best one. A problem revealed invites solutions, and people are eager to come up with ideas to fix it. In addition, as ideas are surfaced, everyone present may gain a different perspective that enables a better outcome. But if there’s no trust among the team, the winnowed idea is never given a chance for a better result.

Let’s say the executive is in another team meeting. He has an idea for his division that is a bit off the grid. It’s based on current business trends and a view of the future that cannot be supported with facts (because it hasn’t happened yet, the supporting data doesn’t exist). Does the executive open his mouth and risk ridicule to put the idea on the table? He won’t if there’s no trust in the room. Ideas unexpressed become corporate cancer, eating away at the individual and depriving the firm of the very thing that can allow it to thrive in disruption.

It’s up to the CEO to set the tone for the transparent discussions that fuel an OV organization and lay the groundwork of trust that encourages transparency. These discussions can then lead to actions that cascade through the organization.

While trust is given, it is never taken for granted. Honesty, integrity, following through, being at your best when your best is needed; all these characteristics remain cornerstones of any organization. Shopify CEO Tobi Lutke calls it charging the trust battery. He uses the analogy of a cell phone battery. If your phone is 80 percent charged, you’re not thinking about your phone a lot. However, if you’re on low battery mode, that’s all you can think about.2 Charging your trust battery through your everyday actions is critical to OV, allowing the autonomy to focus on what’s essential and not what should be table stakes. If anyone on your team runs their trust battery dry, fire them immediately, they’re cancer. 

See blog

Tags: Digital Disruption, Management, Leadership


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