Category Archives: Big Ideas Summit

Big Ideas From The Procurement Capital of the World

Procurious’ flagship event, the Big Ideas Summit, is landing in Chicago in September – and we want YOU to be involved!

The Big Ideas Summit is landing in the Windy City, and this is your chance to be a part of it! If you can’t join us in Chicago in person on Thursday 28th September (seating is strictly limited to 50 CPO-level attendees), don’t worry – now’s your chance to register as a Digital Delegate!

Why Chicago?

From McDonald’s to Walgreens, Boeing to Motorola, Greater Chicago is home to dozens of Fortune 500 brands. Because it’s the third-largest economy in the U.S., it’s no surprise that it’s also a major hub from American procurement activity. Chicago has more purchasing professionals than most American regions, and has proven to be a magnet for innovative CPOs.

That’s why we’ve chosen Chicago as the first U.S. location for our digitally led procurement think-tank, the Big Ideas Summit! After three successful years in London, the Summit is an interactive, online event where up to 50 senior executives, industry thought-leaders and CPOs come together to connect with digital delegates from across the globe via our social media platform to discuss and test strategies and solutions for real world change.

What’s on the agenda?

Big Ideas Chicago will debate the latest, game-changing issues: global economic and geopolitical shocks, Industry 4.0, harnessing innovation and cognitive technology.

“We are bringing together the top 1%, who are on the leading edge of the profession. We want to crowd-source ideas and push procurement and supply management from the past and into the future,” says Procurious Founder, Tania Seary.

Big Ideas Chicago will feature keynote presentations from:

  • Urbanist, futurist and Author Greg Lindsay will uncover why innovation today is fundamentally social and often the result of engineered serendipity.
  • ISM® CEO Tom Derry, will talk through the five traits you need to be a truly agile and forward-thinking digital CPO.
  • Sibylline CEO Justin Crump will build the case for procurement teams to transform into crack intelligence gatherers.
  • Former Navy SEAL Andy Stumpf will provide strategies for making complex decisions under great pressure and without a full data-set.
  • Basware Vice President Purchase-to-Pay Eric Wilson will discuss why data is the alpha and omega of Artificial Intelligence.

To quote Uncle Sam…

We want YOU! If you’re a CPO or equivalent and within hailing distance of Chicago, be sure to secure one of the 50 seats available at The Wit Hotel on Thursday 28th September by registering here.

If you’re not quite CPO-level (yet) or based on the other side of the globe, don’t worry – we’ve got you covered. Simply register for free as a digital delegate on Procurious, and we’ll bring all the Big Ideas from Chicago to you!

As a digital delegate, you’ll be able to access all of the content for free, and at your leisure; whether it’s from your desk, on the go, or in at home with a glass of wine.

By registering as a Digital Delegate, you can …

  • Gain access to insightful discussions via our Big Ideas Summit Chicago group
  • Connect with our influencers and ask questions live on the day of the events
  • Share big ideas for procurement with the Procurious community
  • Follow the day’s events live via our social media channels
  • Access video content from our speakers and attendees on-demand, after the event.

So, what are you waiting for? Register now free of charge as a digital delegate for Big Ideas Chicago!

A Futurist, An Economist, A Professor, A Psychologist and a CFO Walk Into A Bar…

A Futurist, An Economist, A Professor, A Psychologist and a CFO Walk Into A Bar…It may sound like the start of a terrible joke, but in fact, this is the stellar line-up of experts featuring in Even Bigger Ideas. And alright, they didn’t  actually walk into a bar, it was more of a podcast series…

Whether you love learning on the go, at your desk, on your lunch break or from the comfort of your own sofa, Even Bigger Ideas is made for you! The series is free for all Procurious members and can be found in the learning section of the site.

Why not spend 15 minutes with each of our procurement power-players as they highlight the trends disrupting business. Here’s what you can expect:

1. Make Sure You Still Have A Job In 2020

Futurist Anders Sorman-Nilsson warns that unless procurement pros act now, there’s a good chance they’ll find themselves unemployed as early as 2020. It’s time to embrace the gig economy, learn to speak the language of digital and invest in our education.

Listen to Anders’ podcast here or read more here

2. The Unpalatable Update On Thinking The Unthinkable

It turns out that thinking the unthinkable in the current climate is becoming a rather unpalatable affair. Nik Gowing, BBC Broadcaster and Visiting Professor at King’s College, explains why leaders must learn to recognise and handle impending unthinkables or risk going out of business.

Listen to Nik’s podcast here or read more here

3. How Do You Know When Your Idea’s Got Legs?

Creating an encouraging environment for intrapreneurs in the biggest organisations can be tough. Rio Tinto CFO, Chris Lynch, offers advice on fostering innovation and some top tips on assessing when an idea has legs. How do you know if it’s worth investing time, and money, into someone’s idea and what can the biggest companies do to encourage and motivate their employees to think big.

Listen to Chris’ podcast here or read more here.

4. Unleash Your Creative Genius In Fifteen Minutes

Innovation is now firmly on the agenda for businesses worldwide. According to Creative Change Agent James Bannerman, there’s no such thing as a lost cause when it comes to unleashing creativity. It’s simply a matter of re-educating ourselves and learning some tips and tricks to unlock our creative potential.

Listen to James’ podcast here or read more here.

5. Trump & Trade: Hope For The Best & Plan For The Worst

Dr Linda Yueh, a renowned economist, broadcaster and Adjunct Professor of Economics for London Business School, discusses how supply managers can prepare for the major shifts in globalisation, trade and protectionism under Trump. With any luck the potential impacts on our global supply chains are over-exaggerated!

Listen to Linda’s’ podcast here or read more here.

Real Relationships Really Matter

It doesn’t matter what technology your organisation adopts, or what digital transformation you endure; procurement relationships will always be essential for success. 

At the Big Ideas Summit 2017, we once again challenged our thought leaders to share their Big Ideas for the future of procurement. Chris Cliffe discussed why relationships really matter.

The world around us is changing. You can’t turn anywhere these days without hearing the phrase ‘Digital Transformation’. Everyone’s writing about technology and the race to automate and use augmented intelligence in business.  IBM’s ‘Watson’ is soon expected to be in regular use within procurement teams across the globe. But, the reality is that the vast majority of organisations, be they Private, Public or Not-for-Profit Sectors, are only at the start of this adventure.

Of course, it is crucial that our organisations do focus on adopting technology. The role of the CIO, for example, is at least equally important to that of the CPO. Yet the technology focus cannot be at the expense of the human focus.

Relationships really matter.

In fact, in the next decade or so, relationships will increasingly be the differentiator as ‘process’ and ‘transactions’ become automated and ‘value adding’ activities become the sole human focus.

Buyer Supplier Relationships

It might seem an obvious place to start but buyer supplier relationships are so often overlooked.  I think we can, in the main, agree that a ‘tender’ process in itself delivers zero value. Value for Money can only be obtained from good performance of the resulting contract. If we put ‘procurement’ theory to one side for a moment and look at ITIL Service Management, it clearly states that “good people can make a bad contract work, equally, bad people can make a great contract fail”.

Having the right relationships, between the right people, on both sides of a contract is how you get best value. Investing time and effort into building, nurturing and maintaining good relationships between buyer and supplier teams will facilitate far more value from contracts. It doesn’t pay to   let and forget!

Let’s assume a big problem happened last week.

Scenario 1: You call your account manager to complain, having not spoken to them in months, because ‘someone’ messed up.

Scenario 2: You call your account manager that you spoke to recently. You know they’ve just returned from their first family holiday in five years. They’ve had an awful couple of years for various personal reasons and, in fact, they’d even booked a restaurant you recommended. Whilst they were away, a junior member of their team was covering and they may have dropped the ball.

In both scenarios, the same issue has arisen and it needs fixing.  But I suspect the majority of us will approach those two calls differently and outcomes from these calls may also be different. Think about whether you could start both calls with the phrase, “How can I help you fix this problem?”

Stakeholders

Stakeholders: An increasingly over used, catch-all term to dehumanise people who we go to work with day in, day out. Investing time and effort into establishing relationships with the key individuals within our businesses will pay you back in spades. Ask questions. Be interested. Get under the skin of the challenges your colleagues face. Don’t be constrained by the perception of silo’s.

We must always remember why we do what we do. The purpose of Procurement is not to further the cause of procurement. Of course, a very happy side effect of an effective, modern, highly engaged and enabling procurement team is that the reputation of the profession will increase to everyone’s benefit, but that cannot be the motivation. The role of Procurement is simple. It exists to facilitate and enable the organisation(s) it supports in achieving its vision, mission and goals.

In human terms, we are there to help our colleagues enjoy work through enabling their success and in achieving their objectives. This is a differentiator between good and bad procurement in my mind. Establishing relationships with stakeholders based on a genuine interest in understanding their challenges and seeking to support them overcome obstacles proactively, will lead to game-changing relationships rather than relationships based on reactively promoting procurement process, policy and procedures.

Career Development and Credibility

Relationships really matter for professional development, career development and credibility. Take a look at the Deloitte CPO Survey 2017, or any recent recruitment agency survey. There will always be analysis pointing out how the procurement profession is dogged by a lack of soft skills and how there’s a real talent shortage with regards to interpersonal capabilities. I believe we all need to take  responsibility for learning and development; it is up to individuals to own the preparation for longer term career aspirations.

Relationships really matter with those in your network. The aim isn’t to collect as many LinkedIn connections as you can, but it is to connect to as many people as you can. Connect in this sense means to talk, ask, listen, learn, impart knowledge and most importantly follow up on conversations. Being market aware and having your finger on the pulse is an incredibly important part of being a credible professional in terms of managing contracts and suppliers and with developing productive relationships with colleagues.

Investing time and effort into building, nurturing and maintaining productive relationships really matters.

Four Ways To Ensure You Still Have A Job In 2020

Futurist Anders Sorman-Nilsson warns that unless we act now, there’s a good chance we’ll find ourselves unemployed as early as 2020. 

Sorman-Nilsson spoke with Philip Ideson as part of Procurious’ Even Bigger Ideas, a 5-part podcast series sponsored by State of Flux. You can access the series exclusively on Procurious.

Futurist Anders Sorman-Nilsson wants procurement professionals to ask themselves two crucial questions.

  1. Firstly, think about your future career, your employability, or your entrepreneurial plans for the future. Given the kind of work you’re doing today, can a computer, an algorithm or artificial intelligence do it faster, cheaper, and more efficiently in the future?
  2. Imagine jumping into a time machine and travelling to 2020. You step out of the machine, expecting to find yourself further up the career ladder, successful and wealthy. Instead, you discover yourself lying on the couch, watching daytime television, and no longer employable. What happened?

Roll up your sleeves and conduct a pre-mortem

Business are familiar with conducting post=mortems, particularly after a project or initiative has failed. Sorman-Nilsson advocates for “pre-mortems” instead: “Imagine that in 2020, your personal employment brand is now defunct. You’re no longer employable. What were the trends that you missed? What were the signals you chose to ignore? And what were the education investment decisions that you chose to delay that led to your personal brand’s demise?”

“Finally, ask yourself what change will you make today to prevent that outcome from happening?”

Job-stealing robots are already here

It’s notable that when Sorman-Nilsson talks about time-travel to the future, he doesn’t pick a far-off date decades down the track. He chose 2020, less than three years away. That’s because the AI disruption is happening already. Self-driving cars are a reality, machines have automated a lot of blue-collar work and AI is already impacting white-collar work. “In Japan recently, 34 humans in complex insurance claims processing were made redundant in favour of an insurance firms’ investment in IBM Watson to do those claims instead. We’re really just scratching the surface of what’s possible with artificial intelligence and computing power.”

Four actions to take today to save your career in the future

  1. Examine your skill set and focus on where you, as a human being, might still have some kind of competitive advantage over a robot. Where can your emotional intelligence (EI) compete with, or complement, artificial intelligence (AI)? In a world where everything that can be digitised eventually will become digitised, what are the fundamental human skills that you add to a profession that’s largely about numbers?
  2. Learn to speak digital: “You don’t need to speak Java or know the intimate details of cloud computing and data science, but you need to be comfortable in speaking digital. Digital really is the global language of business for the future.”
  3. Embrace the gig economy: As corporates start opting for robots instead of humans, it’s time to take matters into your own hands and offer your personal brand through increasing entrepreneurship.
  4. Invest in your education: “While we’re already experiencing fundamental shifts, we do have some time to prepare ourselves, but this means we need to really invest in our own learning, and our own agility in the way we position our skills. Aim to invest in at least one new skill every year.”

Anders Sorman-Nilsson is the founder of Thinque – a strategy think tank that helps executives and leaders convert these disruptive questions into proactive, future strategies. His latest book is titled Digilogue: How to win the digital minds and analogue hearts of tomorrow’s customer. 

Are you a CPO in the Asia-Pacific region? Don’t miss out on seeing Sorman-Nilsson’s keynote at PIVOT: The 10th Annual Asia-Pacific CPO Forum in May 2017.

Intrapreneurs: How Do You Know When Your Idea’s Got Legs

Creating an encouraging environment for intrapreneurs in the biggest organisations can be tough. Rio Tinto CFO, Chris Lynch, offers advice on fostering innovation and some top tips on how to assess when an idea has legs!

Chris Lynch spoke with Philip Ideson as part of Procurious’ Even Bigger Ideas, a 5-part podcast series sponsored by State of Flux. You can access the series exclusively on Procurious.

What exactly constitutes a big idea? Rio Tinto CFO, Chris Lynch, believes that a big idea is defined as something that challenges the status quo. It’s got to be an idea that forces people within your organisation to think differently. Of course, this will only come about if the organisation and its employees are thinking differently in the first place and in a work environment that encourages it. The right big ideas can lead to enormous differences in company output.

But how do you know when it’s worth investing time, and money, into someone’s idea and what can the biggest companies do to encourage and motivate their employees to think big.

Organisations must foster an intrapreneurial environment

Chris believes that “good businesses, good leaders, good organisations, good companies and good departments all want to get better.  They want to ensure they’re making progress and delivering better returns. When their employees lose the desire to improve it’s a sign that they’ve lost all their energy. Everyday, people should come to work motivated to try to make a difference and that’s why big ideas are important.”

It’s crucial that people have opportunities to make a difference, feel confident that they are indeed making a difference and are acknowledged for this. It’s unlikely that any intrapreneurs will continue to flourish within huge organisations if they aren’t rewarded and supported in their efforts and contributions.

Chris was keen to remind us that big companies have got to be very very careful in this area. It’s easy to deter enthusiastic intrapreneurs before they’ve even started innovating.

“There must be a culture that’s open, honest and diverse. But, it’s pointless being diverse unless it’s inclusive.  People must feel confident to speak up and take risks without the fear of having their idea criticised.”

How do you when a big idea has legs?

Organisations need the foresight to be able to recognise a brilliant idea and the confidence to roll with it.  Chris reminded us of an old business saying:  “‘You don’t get fired for hiring McKinsey and taking McKinsey’s advice.’ But it’s a bit of a cop-out to have that sort of attitude.”

“A lot of large corporate organisations are risk-averse. They’ll  have 27 ways to say no and 1 or 2 ways to say yes. We need to get companies to recognise their own people’s contributions, ideas and their energy and enthusiasm. This to me is the key factor about intrepreneurship. Companies must be able to recognise the best ideas and follow through on them.

How do you know when an employee’s idea has legs?  It’s going to be something that makes you stop in your tracks and say ‘hey this is something that could really make a difference.’ It might spark reactions with other team members who can think ways to expand the idea.

How to make your big idea a reality

Chris had some final nuggets of advice for any budding intrapreneurs out there:

  • Commit yourself. Once you’ve decided that it’s worth putting in the effort; give it everything and don’t give up
  • Find someone with whom you’re comfortable sharing and testing your idea. Have a conversation about where your idea could lead and what it could do for your organisation
  • Do your homework. If there’s data that you need, get the data. If there’s things that you can do to prove a point, do them. Take it as far as you can on your own
  • If you need a sponsor, pick your mark carefully. Think about who would be the best sponsor for this idea
  • Have the courage to take a risk– It’s important to have the confidence behind your idea to say  I’m prepared to put my credibility on the line behind this idea and stand up for it at all costs

Even Bigger Ideas is a 5-part podcast series available exclusively to Big Ideas Digital Delegates. Sponsored by State of Flux, this series features interviews with five of the most intriguing power players at this year’s Big Ideas Summit in London.

Big Ideas Summit 2017: Be Bold But Nice

The role of procurement is changing and evolving. Professionals have more influence than ever before and Deb Stanton wants them to use their position to be bold but nice!

At the Big Ideas Summit 2017, we once again challenged our thought leaders to share their Big Ideas for the future of procurement.

Our attendees spoke about everything from creativity to politics, from cognitive technology to workplace agility, current affairs, economics and the future. Whatever your industry and wherever you are in the world, there are some top tips to takeaway!

Procurement has elevated within organisations

Deb Stanton, Executive Managing Director at CAPS Research, believes that the procurement function has really elevated within our organisatons.  Data collected by CAPS research shows that 82 per cent of CPOs now report directly to their CEO or one level down.

Under these new circumstances, professionals will have to work differently with their business partners and in their procurement teams.

This is why, Deb believes,  being Bold But Nice, is a valuable mantra. Procurement needs to ask the challenging questions, go in search of new solutions and embrace ideas. Of course, professionals  need their organisation to to work with them, which is why it’s important to be amenable whilst driving new value to our companies. .

Want to find out more about Big Ideas 2017? Join the group on Procurious.

You’ll find all of the Big Ideas Summit 2017 videos in the learning section on Procurious. If you enjoyed this Big Idea  join Procurious for free today ( if you haven’t done so already).  Get connected with over 20,000 like-minded procurement professionals from across the world. 

Digitalisation – Making Procurement 4.0 a Reality

Procurement is dead, long live Procurement 4.0! Digitalisation represents a fundamental, but inevitable shift for the profession.

Download your copy of ‘Procurement 4.0 – The Digitalisation of Procurement’ on the Fraunhofer IML website.

Throughout this series of articles, we have discussed the evolution of Procurement to Procurement 4.0. From trying to establish a single definition, to outlining the challenges the profession faces, the journey promises to be difficult.

However, the benefits and advantages that at the end make this particular journey worthwhile. Using the findings in BME’s survey, we’ll look at how digitalisation will help to shape the profession.

Digitalisation of Procurement

According to BME, the digitalisation of procurement is key for the profession to maximise the value it delivers to the organisation. Procurement needs to digitise all its manual processes and focus on the strategic ones.

Big Data plays a major role in this, and procurement can use existing knowledge to drive activities in this area. However, to fully realise this, organisations need to understand the role their staff will play. This is not only in how their roles will look, but also how they will need to be trained to carry them out.

“Existing fears based on the changes expected seem to be resulting in a passive approach. Even the very consideration of the immense changes that we may face as a result of Industry 4.0 is creating a sense of paralysis.”

Management of the cultural change, and setting of a concrete roadmap will help these activities. And once this is complete, procurement’s work can begin in earnest.

Digital Procurement Portfolio

The digitalisation of the procurement portfolio will have a key impact on the value the profession brings. The changes to the portfolio will be impacted both by digital technology, and changes to the supply chain in Industry 4.0.

New raw materials, assets such as 3D Printers, and new tools will all fall into a much-changed procurement portfolio. This will require both newly adapted process, and new skills for the professionals running them.

  • Respondents to the BME survey highlighted the following areas as key in Procurement 4.0:
  • Procurement will need to improve internal (vertical) networking with other departments.
  • Procurement will then use external (horizontal) networking with suppliers in order to source the correct products.
  • Further qualifications are essential to build knowledge of products and technology. This will enable procurement to act as an equal in vertical and horizontal networking.
  • An expanding supplier portfolio will make horizontal networking more critical than ever.
  • Procurement need to source innovation from suppliers. This will reduce time to market, access state-of-the-art technology, and overcome any missing skills in-house.

Developing Organisation 4.0?

In order for all of this to succeed, organisations as a whole must recognise the need to change. Functional working and silos will stand in the way of development and knowledge sharing, both fundamental to successful working in Industry 4.0.

Digitalisation is only possible if procurement can then forge strong, lasting relationships with internal and external stakeholders. People are critical to this, and organisations must provide up-skilling opportunities in line with this.

“The successful implementation of Procurement 4.0 stands and falls with its employees. Employees must be involved in times of upheaval and appropriately qualified. If this is ignored, it can be assumed that the company will fail.”

While this may take time to come to full fruition, there’s little argument among experts that this is necessary. The future lies before procurement, but it’s down to the people in the profession to help it walk this path.

The Association Supply Chain Management, Procurement and Logistics (BME), founded in 1954, is the leading professional association for supply chain managers, buyers and logisticians in Germany and Central Europe.

Fraunhofer IML, founded in 1981, is a global expert on all fields of internal and external logistics. The Institute also currently heads up the largest logistics research centre in Europe.

To download your copy of the report, visit the Fraunhofer IML website.

Big Ideas Summit 2017: Pay Your Bills

It’s not about the money, money, money… except that it kinda is. Barclays Chairman, John McFarlane, reminds us that we need to pay our supplier bills on time!

At the Big Ideas Summit 2017, we once again challenged our thought leaders to share their Big Ideas for the future of procurement.

Our attendees spoke about everything from creativity to politics, from cognitive technology to workplace agility, current affairs, economics and the future. Whatever your industry and wherever you are in the world, there are some top tips to takeaway!

If You’ve Got Bills You Gotta Pay – Pay Them!

Barclays Chairman, John McFarlane, has a simple but utterly  fundamental Big Idea to share for 2017:  Procurement pros must pay their bills on time!

John acknowledges that  it’s a  great time for people working within procurement. There are now global marketplaces, the online arena continues to grow exponentially and power has transferred into the hands of consumers. This is a truly unparalleled period for the function.

But despite all the changes  that are occurring, John was keen to remind procurement professionals that suppliers really matter and the importance of paying bills on time should never be underestimated. If you don’t pay  when you should,  you’re accountable for endangering a perfectly good customer.

Looking after your  long-term interests and nurturing your relationships is more valuable than always thinking in the short-term.

Want to find out more about Big Ideas 2017? Join the group on Procurious.

You’ll find all of the Big Ideas Summit 2017 videos in the learning section on Procurious. If you enjoyed this Big Idea  join Procurious for free today ( if you haven’t done so already).  Get connected with over 20,000 like-minded procurement professionals from across the world. 

The Unpalatable Update On Thinking The Unthinkable

It’s all too easy to avoid thinking the unthinkable when the unthinkables concerned are so unpalatable. 

Nik Gowing, BBC Broadcaster and Visiting Professor at King’s College spoke with Philip Ideson as part of Procurious’ Even Bigger Ideas, a 5-part podcast series sponsored by State of Flux. You can access the series exclusively on Procurious.

Nik Gowing introduced Procurious to the concept of thinking the unthinkable at last year’s Big Ideas Summit. Unthinkables are critical events that are not being considered or prepared for by organisations or by our governments around the world.

From Brexit to the election of President Trump;  from Putin’s invasion of Crimea to the upcoming European elections, unthinkables have been occurring frequently over the last few years.

Unthinkables such as these disrupt everything that we presume to be stable and constant, they create an unthinkable environment and, unfortunately, they’re not letting up in 2017.

Nik Gowing returned to Procurious this year to speak in our podcast series, Even Bigger Ideas, and to give us an update on the current state of affairs. Why is the world struggling  to prepare for unthinkables and what can be done to change that?

The New Normal

In recent years we’ve endured one unthinkable after another and, more often than not, several at once. Nik firmly believes that this is to be the new normal. Leaders, whether they admit it or not, are worried about what’s coming next and what the future holds for their organisations.

“If  organisations don’t handle or recognise [unthinkables] then it could lead to them going out of business very quickly. Consumers and customers feel alienated by what a lot of companies are doing; what a lot of governments are doing.

A lot of the next generation, the millennials, don’t like what they see in companies or governments and of course this means that they don’t want to go into those companies. Therefore, there’s a succession problem as well.

We haven’t seen anything yet with AI and the internet of things coming down the track. What many thought would be unthinkable in twenty years, will probably be unthinkable in twenty months.”

Why are we failing at thinking the unthinkable?

Executive leaders are often  overwhelmed, under pressure and unable to think about unthinkables.

The latest Thinking The Unthinkable Report reveals nine conclusions as to why leaders have, so far, struggled to respond to unthinkables. Nine key words and conclusions were mentioned repeatedly by survey participants.

“One of [these conclusions] is denial, and another one is willful dissidence. There’s a hope that, ‘Well, this is only a blip. It isn’t going be like this indefinitely.’

Those who have made it to the top whether it be C-suite, CPOs or as chief risk officers are constrained in their way of thinking. As Nik points out “the conformity, which gets you the promotion and gets you to the top, in many ways, disqualifies you from understanding the enormity of the changes that are taking place.”

“In reality,  leaders must use every kind of idea that’s out there; coming from inside the company, outside the company, in order to actually understand, appreciate, mitigate and confront head on the enormity of changes coming”

It’s Time to Start Thinking the Unpalatable

Nik asserts that unthinkable events are often apparent but we choose to ignore the available evidence because it is so unsavoury.

“Thinking the Unthinkable is the title, but actually it should be thinking the unpalatable. In almost every aspect, there is  clear evidence out there [of what’s to come].”

“Before the migration crisis in Europe there was two years of warnings from the UN and the International Organisation of Migration. But companies, and certainly governments, did not want to listen to it or take notice.

“The unpalatable is this stuff that’s out there.  Organisations say to themselves ‘Surely, that’s not going to affect us. Surely, it’s not going to be that bad. Surely, we can ignore it.’ And, actually, they should be saying, ‘We’ve got to embrace this.’ ”

What can be done?

“Chief risk officers and procurement officers have got to think far more broadly. There’s probably an unpalatable, small incident or issue out there that is going to turn into something much bigger. We are too often seeing the attitude of ‘We’ll rule that out. We don’t want to know about that.’ Instead, unpalatables should be right at the top of the risk registry. ”

“Events that were once viewed as outlandish unthinkables would not even been considered as likely in the risk registry. It’s a bit like dealing with alcoholics. No one wans to admit they’ve got an alcohol problem until they get in the same room with a lot of people suffering from the very same problem. At this point they’ll say ‘My goodness, that’s me. We’ve got to do something about it.’ ”

“So what we’re in the process of doing at the moment is creating a community of leaders in government and corporates around the world who’re saying we’ve now got to change the way we do business. It’s about changing culture, mindset, and behavior. It’s not about spending money. It’s changing what’s in the human software up there.”

Procurious Even Bigger Ideas is a 5-part podcast series available exclusively to Big Ideas Digital Delegates. Sponsored by State of Flux, this series features interviews with five of the most intriguing power players at this year’s Big Ideas Summit in London.

“I’m Just Not Very Creative!” Three Ways To Unleash Creative Potential

According to Creative Change Agent James Bannerman, there’s no such thing as a lost cause when it comes to unharnessing creativity.

Bannerman spoke with Philip Ideson as part of Procurious Even Bigger Ideas, a 5-part podcast series sponsored by State of Flux. You can access the series exclusively on Procurious.

The stifling of creativity is a slow but inexorable process. Evidence suggests that humans are incredibly creative as children.  By the time we reach adulthood, however, we have often lost the ability to connect with our innate creativity due to a combination of upbringing, education, fear of criticism, the need for conformity and the boundaries of the corporate environment.

The good news is that innovation is now firmly on the agenda for businesses worldwide. Managers are pushing their teams to be more creative which,  for some individuals,  can be quite daunting, especially when you believe you’re simply “not a creative type”.

According to Bannerman, though, everyone has innate creativity. It’s simply a matter of re-educating ourselves and learning some tips and tricks to unlock your creative potential. “Our minds become so full of ‘you can’t do this’ and ‘you can’t do that’, and ‘that won’t work’, and ‘that’s been done before’, that a lot of our innate creativity gets squashed and stifled.”

Here are three tips on unleashing creativity from Bannermann’s interview with Philip Ideson. 

  1. Stop labelling yourself

There’s no such thing as a lost cause. Bannerman has worked across multiple sectors, unleashing creativity in teams including Aston Martin, Rolls Royce, and some space agencies. But you don’t have to work in a “creative” profession to be creative. “It doesn’t matter if people are nuclear physicists,  or accountants, or if they work in the world of marketing. The point is that creativity can manifest itself in many different ways.”

“I haven’t yet seen a completely lost cause. In fact, some of the best ideas I’ve ever come across have been from the people working in professions where you’d least expect to see creativity. The TV companies and the advertising agencies aren’t always the most innovative and creative because often they’re just regurgitating what they’ve done before. It’s in other groups, like accountants, where people generate ideas that make you think: ‘Wow’.”

  1. Stop trying too hard

“Trying to be creative is like trying to go to sleep. If you’re too busy focusing on going to sleep, you’ll stay awake because there’s all sorts of brainwave activity linked to beta waves that will keep you from falling asleep.”

Bannerman explains that there’s a sweet-spot that allows creativity to flourish. “We tend to be most creative when we’re focused but not over-focused, and relaxed but not too relaxed. You’re more likely to think creatively when you step away from your desk, and do something like go for a run, or go for a drive, or simply look out the window. If you say to yourself ‘I must come up with the best procurement idea ever right now’, chances are that you’ll become stressed and nothing will come to mind. It’s about finding that optimum state.”

  1. Make room to be creative

Bannerman has observed that creativity is often hamstrung by legislation, regulations and an atmosphere unconducive to lateral thinking. “There has to be wriggle room in a team’s dynamic. If people are too afraid of getting things wrong, or if they continually feel that everything has to be 100 per cent perfect straight away, then they’ll fall into a practical mindset. They’ll only do what they know will work, what has been done before, and will endlessly repeat old patterns rather than contemplating new patterns.”

“Any part of an organisation can be creative by looking at how it can improve itself, solve problems and imagine where it wants to be in two to five years’ time. Creativity can manifest itself in many different ways, depending on the context – it could just be about improving processes, systems or structures. It doesn’t have to be about inventing the next iPhone.”

Procurious Even Bigger Ideas is a 5-part podcast series available exclusively to Big Ideas Digital Delegates. Sponsored by State of Flux, this series features interviews with five of the most intriguing power players at this year’s Big Ideas Summit in London.