战略与经营模式设计与转型由CPO领导,但由业务指导。It determines which set of services are most needed by the business, the use cases for those services (e.g., FP&A, S&OP, M&A, customer-led digital transformation, “one company” initiatives, resiliency improvement, ESG efforts, NPDI support, ERP implementations, etc.), the assessment of the ability to support and even influence those business strategies, and then a target operating model and portfolio of programs/projects (including capability improvement projects surrounding talent, digital, or certain processes or spend/supplier categories).
这里存在巨大的复杂性,也是大量的机会。It’s a chance for CPOs to build out their services business on what they really need: a next-generation Procurement-as-a-Service Digital Platform (which doesn’t really exist yet) in the broadest sense — i.e., the ability to mix and match processes like Business-Process-as-asService), enabled by highly modular SaaS, built on emerging application Platform-as-a-Service (aPaaS infrastructure such as low/no-code tools), iPaas for integration, DaaS for outside-in data/intelligence flows and underlying infrastructure.