(We’re delighted to feature another post in the series on Procurement Transformation from Dr Ian George. Ian is a senior partner and practicing consultant atAgile Partners, has an engineering background, and has worked in procurement for the last 20 years. His doctorate looked in detail at procurement transformation programmes).
采购transformation programmes have to be ‘of their time’ if they are to stand any chance of being successful. It is the organisation and the surrounding market conditions that dictate not only the nature of the transformation but also the critical few initiatives that will define achievement in the eyes of key stakeholders.
虽然大多数焦点往往是未来，但起点总是可以理解现在。基准是一种经常使用的方法。不幸的是，它通常懒洋洋地进行，过度依赖数量并最小地关注上下文。了解其他人的成就是一回事，但了解他们是如何做到的，这是洞察力和机会的真正来源。然而，相信您可以复制他们在组织中所做的内容，并真正取得同样的成功，这是一种抢夺胜利下巴击败的情况。
另一个关键考虑将是在采购组织的不同部分展出的能力和成熟的差异。作为示例，这可以是商业部门，类别或员工级别。普遍认为，“一种尺寸适合所有”解决方案很少有效，因此它认为这同样适用于定义当前状态。
Knowing what the function can do provides a baseline against which the needs of the organisation can be assessed. The mistake made by many organisations is to ask stakeholders what they want from Procurement. The more strategic approach is to ask what the organisation needs so that the function can propose its own agenda in response rather than being constrained by an organisation that doesn’t see the full potential available to it.
如果提案与企业共鸣并捕捉到C-Suite的想象力，那么后果可能很好地辩论专注于可能的艺术。这也会深入了解组织的胃口与所提出的更改进行互动。
Once proposals have been developed it is often a good idea to test them with both senior executives and with key influencers across the organisation – these are not always the same people. If this is done before ‘going public’, it provides a crucial opportunity for refining ideas or presenting them in a way that is more attractive to the wider community.
So far, the focus has been on the procurement function and the organisation within which it operates. But a key factor that will strongly influence all of the above is the type of leader you are and the underlying assumptions and preferences that will drive your decisions. Are you a people leader or a process leader? You really need to know before you do anything else.
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