任何熟悉YouTube的人“影响者”都知道他们并不试图为你的利益吸引你，而是为了自己的福利。他们打算将其制度化为自己及其企业支持者的影响。
说到公司领域，影响他人的能力并不是一个新的概念。事实上，你可以回到85年才能阅读Dale Carnegie的书“How to Win Friends and Influence People.” There, you will learn more about “Fundamental techniques and handling people,” “six ways to make people like you,” “12 ways to win people to your way of thinking” and “how to change people without giving offense or arousing resentment.” In short, you can learn how to manipulate people to sell them something and get what you want.
Let’s now translate this to procurement organizations that are looking to influence stakeholders in order to influence their spend.
采购使命确实可以在帮助组织减少浪费以释放现金以投资企业使命的方面来说。However, from the stakeholder view, what they often hear is “Hi, I’m from corporate procurement and I’m here to help you reduce your spend so that I can claim savings to justify my existence … and then have your budget reduced by corporate finance.”
Do you think the stakeholders like being influenced like this? They end up viewing procurement something like这个ilbert卡通.
Although the situation is obviously not as bad as a dinosaur leading procurement, it does highlight the disconnect and misalignment that can lead to stakeholders not inviting procurement to the proverbial table. Of course, procurement can get mandated into the process via policy, but those policies are usually fairly toothless, and when procurement does get involved, it is often at the tail end of the process when most negotiating leverage is long gone. This is why the metric of spend under management (SUM) is more about the quantity of late-stage involvement than the quality of early and deep involvement/influence (for more on this topic see our PRO article采购KPIS系列（第4部分） - 深潜水进入“管理层”）。
This earlier involvement does lead to higher savings in the short term, but you can’t “save yourself to zero,” and procurement’s influence in more strategic business settings where key decisions are made is a work in progress — based on 450 CPOs surveyed last year …
Improving the situation requires more than sitting at the end of a sourcing process with a catcher’s mitt waiting for the stakeholders to come, and having a value proposition that’s more than just transient cost/spend reductions, but something more transformational.
It requires transformative leadership, and that leadership has many elements to it: mission/vision, strategy, empathy, affinity, inclusion, empowerment, enablement, brand, respect, competence (to deliver value), trust, guidance, transformation, collaboration, clarity, coordination/orchestration, protection, agility, intelligence and even inspiration.
这些是一些背景和真正影响的杠杆。
In this multi-part Spend Matters PRO series, we’ll explore these elements, how technology can enable them and a case study of a procurement organization that’s pulling these levers likely better than any other organization on the planet.