在4月下旬在伦敦的检修活动，里约热内察CFO Chris Lynch给出了我听说过关于在采购组织中实施大想法的最有用的谈判之一。我们之前探讨过他的想法（见到我们早先的帖子here那hereandhere）。今天，正如我们得出结论的那样，我们将讨论如何成功实施大想法（记住，很少有想法达到这个阶段，至少有管理层甚至板级支持！）。
Above all, in implementing big ideas, Chris suggests keeping things simple and introducing the bare minimum of complexity into the equation, at least as those from the outside (of procurement) can see it. Showing early traction and having air cover while a big idea is put through the implementation ringer can be important. Chris’s quotable advice here was not in short supply during the talk. “If you embrace change, it is better to be the architect than the victim,” he suggests, as one example.
虽然克里斯在谈判期间在这个阶段准时短短了，但他跳到了数据在建立持续的商业案件中努力保持想法滚动的例子。他在这方面，他介绍了从传统卡车（带司机）到自动卡车的例子。RIO能够在其飞行员中证明自主卡车比采矿环境中的传统车辆与传统车辆更有效，并有保证投资。
在提出此信息时，可以使用尽可能简单的单词来支持数据。在口号中思考。例如，“最好的司机不是驱动程序。”但是，始终备份与信息的想法营销。“采购思想的数据变得重要，”表明公司现在可以拥有的知识产权，这可以在市场上提供优势。
Showing the value and ability to deliver an idea – including traction at all stages of implementation – is absolutely essential in an environment where big ideas are easy fodder for shooting down (at any stage of implementation). Of course, at Rio Tinto it helps that the CEO has a procurement background and can spot procurement-type big ideas – and that the CFO is married to a woman who understands the profession and potential of procurement like few others.
但是，虽然来自背景的首席执行官的这种赞助人“确实给出了采购了稍微较强的立场”，但克里斯表明，使大型采购思想棒全部“关于价值和交付。“
讨论这一点：