When your supply chain is in daily danger of being rocked by disruptive events, it takes grit, determination and resilience to remain proactive.
Procurious asked straight-talking Zimmer Biomet VP of Global Sourcing & Instruments, Howard Levy, for his thoughts on the top three attributes required by the CPO of the future. His answer? Resilience, results-orientation and flexibility.
Remain calm and set an example
“Being a CPO isn’t for everybody. Sometimes, people spend time in a sourcing leadership role and decide it simply isn’t worth the stress. Resilience can be the factor that separates the people who really want to be a leader from the rest.” Levy points to the increasing “churn” of CPOs in a number of major global companies as evidence of the pressures of the role.
How do CPOs cope when things go wrong? “Resilience is the key. There are always going to be challenges and supply chain issues coming up. CPOs need to be very confident in their ability to manage risks globally, and put in place proactive strategies that will reduce the overall risk, such as compliance and single source risk reduction initiatives.”
“Dealing with tsunami-type issues on a day-to-day basis requires a high-level ability to remain calm and at the same time urgently drive progress. It is like running a marathon, but not knowing what is around the next corner. So the leadership team must have the right expertise, customer service orientation and set the right tone by demonstrating results orientation, flexibility and resilience.”
Levy comments that the procurement team has an opportunity to set the example of remaining calm and moving forward, even when unpredictable events come up across your global supply chain. “It is challenging to stay proactive and productive. Ask yourself if you and your team have the right level of grit and the right systematic tools to do so.”
Levy notes that today, everyone expects things immediately. That’s true on an individual level where people expect instant responses to phone calls and emails, but always for large organisations that need supply chain agility to be successful. “Companies are requiring a level of flexibility and responsiveness that would have been unthinkable 10 years ago”, he says.
“Companies need someone who has flexibility in their mindset and can work strategically across their supply chain and business partners to discover what’s best for the business – not just what’s best for strategic sourcing. Flexibility is critical, given the dynamics of globalisation and the imperative to more effectively engage our suppliers in meeting the business units’ strategic needs.”
Deliver the bacon
“The days of symbolic figureheads who spend their time on the golf course are over”, says Levy. “We’ve all met some who is ‘all talk’, but talk will only take you so far. If you don’t deliver the bacon, ultimately they’ll find a new CPO who actually has the capability to deliver results.”
What’s the bacon? “Anything that enables the business to grow – adding value, generating innovation from suppliers or reducing costs. The CPO’s contribution will be a critical element of any business of the future.”
Howard Levy is a member of the ISM2017 Conference Leadership Committee, where he is responsible for the “Outside” learning track. He recommends delegates catch the following sessions:
Procurement must learn to think the unthinkable, predict the world weather forecast and look further than the end of it’s own nose when it comes to technology in order to remain relevant!
The Procurious London Roundtable was sponsored by Basware.
Procurement 4.0, Cognitive Procurement and Thinking the Unthinkable were among the hot topics canvassed at last week’s inaugural meeting of the Procurious London Roundtable.
Packed with leading-edge speakers, a ready supply of valuable expertise, peer-led market intelligence, and networking, CPOs were unanimous that a reimagined Procurement must be the business’ source of market intelligence on these issues – if it is to secure and maintain a “seat at the table”.
Speakers addressed everything from global politics to AI and making it ito the C-Suite. If you’re intrigued to hear what they had to say, look no further; we’ve managed to pack the finer points into one, handy article!
Learning To Talk Across The Lily-Pads
Nik Gowing, BBC Broadcaster, Visiting Professor at King’s College and Big Ideas Summit 2016 Speaker, joined the roundtable to provide an update on Thinking The Unthinkable. 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 upcoming European elections, unthinkables have been occurring frequently over the last few years and they’re not letting up! In fact, if anything, unthinkable events are happening more rapidly than ever before.
Nik firmly believes that, in a world of social-media, time-scales for unthinkables which were once 20 years could now be 20 months, 20 days or as little as 20 minutes!
Nic’s advice for preparing for the future? Instead of destroying mavericks within our organisations, we need to turn them into visionaries and harness a culture where they can thrive. Nic has likened the current situation to frogs on lily pads – everyone is sitting in the same pond but not talking to one another – we need to find a way to come together and talk.
Grab An Umbrella And Face The Future
Justin Crump, CEO Sibylline, shared Nic’s concerns for the future and expressed his desire for organisations to address the current void of awareness about, and study of, the corporate security intelligence environment.
An intelligence-led approach to managing risk and predicting disruptions to your business is absolutely the way to go. It allows you to work out when you might be forced to take risks and when it’s worth taking them!
But how do you go about doing this? It all starts with reading your morning paper with purpose! Justin suggests you ask yourself why you’re reading it and how and why it’s relevant or interesting to you. Consider where your clients work and where your supply-chain is based. If missiles started flying over a particular country, would it be critically damaging to your business?
It’s possible, and preferable, to turn reading the news into a data-collection process by collating information and highlighting the important areas to disseminate to people within your organisation.
If in doubt, implement the ADAM model:
ASSESS – Understand your business and your world and what these interactions mean to you
DECIDE – Derive actions to help mitigate risks and refine into an achievable plan
ACT – Implement planned actions
MONITOR – Use ongoing world risk register outputs to understand what is changing in your world. This will help you predict the world weather forecast and figure out when you’ll be needing an umbrella!
Looking Further Than The End of Your Nose
Eric Wilson, head of Basware‘s Purchase-to-Pay business for the Americas and APAC, discussed the critical actions CPOs can take today in order to safeguard against technology obsolescence. When 90 per cent of technology is about to become irrelevant can procurement implement a watertight process that evolves with industry trends?
Eric asked our roundtable attendees to consider the following scenario:
A new CPO comes into an organisation and instantly sees that there is a problem with procure-to-pay and maverick spend. They know they can save a whole load of money for the business. They challenge their employees to develop a business case, which a cross functional team evaluates and a score-card of criteria is developed. Whilst this might sound like a totally reasonable approach there is a one major problem. Eric explained that the challenge with this process is that it focuses five inches in front of the CPO’s face; they’ve seen a problem and they’ve fixed it.
Remember Siebel? Not so long ago it was the best CRM system you could possibly use and was responsible for shifting the entire workplace environment into customer relationship management. Anyone who hadn’t bought Siebel already was about to and huge investments were made.
But, almost overnight, it became completely obsolete thanks to arrival of the Cloud. Siebel went bust, many a CMO lost their job and money was wasted, all because no-body looked further ahead.
Eric explained that the next wave of procurement technology is not just about the traditional goals of visibility, control and savings. Harnessing the value of the transactional data running through the system will be key.
Given the way tech is trending, particularly AI, within three years 90 per cent of procurement tech will be obsolete. People will not raise requisitions – robots will! And procurement must prepare for that.
What’s Holding Up Cognitive?
Pascal d’Arc, former GM of Cognitive Scale, talked us through the journey to cognitive and what some of the practical applications are in today’s world. Is cognitive really all the fuss it’s hyped up to be?
Judging by some of the fascinating examples Pascal gave us, absolutely! One such example was a cognitive system that had been given the ability to experiment with building a drone. The resulting machine had a frame shape which was modelled on the pelvis of a flying squirrel, representing something very close to nature.
But why is the progress of advancing and using cognitive tech so slow, what’s holding us back in procurement? According to Pascal it comes down to a number of things:
The technology so far has been very experimental. There has been a sense of frustration towards IBM but they are still experimenting
Expectations are huge. We are often missing the low hanging fruit when it comes to deciding what to tackle
Procurement isn’t a key investment area…yet! Fintech and healthcare are the current priorities
Aiming For The C-Suite
Damian Walsh, Partner at Heidrick & Struggles, gave our CPOs some top tips on what it takes to get to the very top. How do you successfully move on to a bigger CPO role, step up to CEO or take on a non-executive role.
Whatever it is you want to do, tailor your approach accordingly
Be clear about what you want and position yourself for it
Be clear about what you have to offer – think in terms of business solutions. There is no such thing as a “transport”company any more
Get your CV in order and make sure it’s accurate- so many people don’t!
Manage the search firms – be selective and understanding and clear about what you’re looking for
Work on your personal brand- thought leadership, speaking engagements etc.
Work your business and personal networks
The Procurious London Roundtable was sponsored by Basware.
If you’d like to secure your seat for our second London Roundtable on 11th October 2017, please register your interest with Olga via [email protected].
Procurious caught up with Naseem Malik, Managing Partner at the Chicago-based supply management executive search firm MRA Global Sourcing, to find out what attributes recruiters are looking for in the next generation of top CPOs.
Naseem Malik has gone from sourcing goods to sourcing talent. After gaining 15 years’ experience as a procurement practitioner, Naseem turned his full attention to something he enjoys most – leveraging his network, connecting the dots and finding the best talent in the profession. Naseem is also a member of the ISM2017 Conference Leadership Committee, and has some excellent tips for getting the most out of ISM’s biggest event of the year. But first, Procurious asked Naseem for his views on what makes a candidate ideal for a CPO-level role.
Naseem, as a specialist in supply management executive search, what are the top attributes you look for in aspiring CPOs?
Based on the trends we’re seeing and what our clients have typically asked for, there are four stand-out attributes that we look for in a CPO-level candidate.
First, and foremost, they need to have a broad perspective. Companies are asking specifically for candidates from different industries to their own, as this brings about fresh, disruptive and innovate thinking.
Secondly, the candidate should be someone who can earn themselves a seat at the table with the CFO and CEO. They can do this by talking confidently about what they can bring to the business in terms of supply and market intelligence, data analytics, and leverage their own broad perspective. They should focus on the things that matter most to the C-Level – risk, compliance, and technological trends.
Operational know-how is also important, particularly change-management skills. Does the candidate have the emotional intelligence (EQ) to truly collaborate? Are they able to engage, influence, persuade and lead people in a global environment, including those that don’t report to them?
I’d like to add a fourth attribute here that ties the other three together, and that’s humility. Yes, you need to be able to talk confidently about your accomplishments, but this has to be balanced with humility and an awareness of your place in the corporate pecking-order. Humility will lead to credibility, which will pay off down the road.
You mentioned that you got into executive search because of your love of networking. Can you share any tips for effective networking?
Everyone now needs to have a social presence, and continually build upon that presence online. However, without some sort of face-to-face follow-up, your online connections can be specious. To truly leverage the power of your online network, you need to meet people face-to-face at conferences, make phone calls and gather referrals. Face-to-face networking will help you grow you online network, and vice-versa.
Another piece of advice is to embrace the concept of “pay it forward”. Always see if there’s something you can do to help people in your network – for example, see if there’s someone who you can connect them with to help solve a challenge they may be facing. Again, it will pay off in the long-term.
What are you most excited about seeing at ISM2017?
As a member of the Conference Leadership Committee, I’m really excited about ISM2017 because every year we’re seeing the conference gaining incrementally in attraction. There are more people attending than ever, and I don’t think that’s only due to the prospect of meeting Mickey Mouse at Disney World – it’s about the quality of the speakers, the excellent content and the companies attending (Apple, Google, Salesforce and others). The keynotes, including David Cameron and Colin Powell, are also fantastic. Personally, I’ve been involved in helping ISM find good speakers, great topics and promoting the event.
What are your top 3 tips for getting the most out of a procurement conference?
Network – take every opportunity you can to build your network at the event. After the event, follow up with all the people you’ve met, and also be sure to connect with the speakers or presenters you were most impressed by. Consider writing a blog article to share your thoughts and to keep the momentum going.
Have a plan before you go to the conference. There are a lot of learning tracks, lots of great presentations, but there’s only a finite number of sessions you can attend. It pays to have an attack plan before you go. You can target a specific learning track, or mix and match.
ISM’s Learning Tracks are designed to help guide delegates through the maze of options available. As a committee member, I have joint responsibility for the “Outside” track. Outside sessions are all about learning new and effective ways of improving your skills and establishing your relevance, including career-building, building your professional presence, honing your networking skills and building high-value relationships.
There’s still time to register for ISM2017, taking place in Orlando, Florida from May 21-24.
Planning to attend ISM2017? Don’t miss out on Procurious Founder and CEO Tania Seary’s top tips on how to Network Your Way To The Top on Tuesday May 23rd, 3.45pm.
According to Justin Crump, CEO, Sibylline, procurement professionals would be foolish to underestimate the value in becoming more active intelligence-gatherers.
Justin Crump spoke at the Procurious CPO Forum in London, Big Ideas In Action, sponsored by Basware.
In his book, Corporate Security Intelligence and Strategic Decision Making, Justin Crump, CEO Sibylline, addresses the current void of awareness about and study of the corporate security intelligence environment. “The increasing size, scale and sophistication of corporate activities on the world stage – coupled with increasing legislative attention is driving an increasing focus on the [topic of corporate security], and the traditional gap between “business” (which makes money) and security ( a corporate cost center) is markedly narrowing.
Procurement’s value to an organisation has long been due to it’s position at the interface between the supply-chain and the business itself. Its external reach offers a unique insight into market trends across the globe.
But is your team sufficiently engaged with the external world to spot these trends and push them back out to your organisation to ensure that you, the CPO, get a seat at the table.
Justin outlines Sibylline’s five tips to bear in mind for anyone seeking to build out their internal process:
Corporate Intelligence is both an art and a science, and is often misunderstood. It is, perhaps sadly, not the province of dashing secret agents and beautiful women in fast cars; rather it is a process that involves everyone in the organisation, refining the myriad data in the world around us into some sort of meaning. Put simply, intelligence is the process which delivers timely, accurate and relevant insight to decision makers, allowing them to value risk and weigh opportunity effectively for their organisation.
The state of the world at present makes the need for an effective security intelligence process in businesses more important than ever. Drivers include:
Legislation – duty of care, safe workplaces, negligence
Threat environment – scale and tempo
Complexity of supply chains – “just in time”, dependencies
Information availability – expanding, data overload
Global marketplace – challenges and opportunities
Research has shown that truly resilient organisations not only survive but thrive in this environment. Taking an intelligence-led approach allows for effective and efficient risk management and demonstrates clear value add. After all, if you’re not intelligence-led, then what are you being led by…?
1: Perfect is the Enemy of Good
Intelligence is an imperfect process – inherently, returns are a the function of time and resources. While we equate security forecasting to weather forecasting, the weather does not deceive or lie to you – humans do, whether accidentally or deliberately ! In this uncertain world, everything represents a “best effort” – and you more or less get out what you put in.
2: Understand what you Care About
Understanding what you care about is at the heart of an effective intelligence function. Faced with a mountain of information, it is answering the “so what” question that matters the most – and clear requirements are the fuel for this. Thorough understanding of the organisation, including its people, its business processes, its strategy and its areas of key exposure, is a key facet of making this all work.
3: Make the Most of People, Processes and Technology
Overcoming the constraints of limited time, imperfect information and strained resources relies on a combination of well-trained people, slick processes and appropriate technology. This helps to generate the best possible results in the time and resources available. All too often companies address only one of this triad, meaning that results are imbalanced and opportunities to provide effective insight are missed.
4: Make an Impact
The best analysis, from the most perfect process, is no good at all if people are not listening. One way to ensure this is to speak to their needs; but sometimes even this is not enough. Presentation is therefore important; what suits your consumer? How much detail do they need, or can they absorb? How much information is too much, or not enough? These are the questions that the practitioner must answer in order to ensure that they make a meaningful impact.
5: Manage Intelligence as a Project
Introducing an intelligence function need not be complex, but needs to be managed as a project and with rigour. As the function begins to build a head of steam, it will start to generate more client interest and greater demands will be made, requiring a steadily evolving approach in order to satisfy expectations. It is therefore best run as a project, within a coherent framework that allows it to grow in a controlled fashion.
We at Sibylline earnestly believe that the best decisions are taken on the basis of intelligence, and an intelligence-led process helps make organisations resilient – allowing them to cope with the challenges of the modern global marketplace. This is a minor investment that returns a great deal, often requiring little more than enforcing things that are already happening within a more effective and disciplined system.
The process of examining yourself and examining the world, within a cohesive framework, gives a stable way to reference what is changing in your environment and therefore highlights both risks and opportunities. Procurement functions in particular are well placed to understand the world and the organisation, and so have a vital part to play in making sense of it all – however crazy the world threatens to get, and well know that there are opportunities amidst the doom, gloom and fake news!
Is your CPO a real procurement rockstar and do they keep you up to date with all the goss’? Tania Seary offers a five-point checklist for vetting your prospective boss.
Everyone loves a good throwback article, which is why we’re hopping in our time machine to bring you back some of the biggest and best Procurious blogs. If you missed any of the golden oldies, look no further!
This week, we’re revisiting an article by Tania Seary who explains why organisations must be very cautious when considering whether to rehire employees.
I’ve been told that in this day and age employees often choose bosses, not companies, when choosing their next job. I thought I would share five things I think you should look for when selecting your next procurement boss.
Ask yourself, are they a CPO who:
Kicks you out of the office.
As helpful as water cooler chit chat and Google can be for finding answers to your questions, there is nothing more valuable than getting out of the office and meeting with your customers and suppliers. Your internal customers will be impressed that you have made the effort to come and visit them and understand how they use the product or service you are buying for them. Similarly, actually visiting a suppliers’ office or plant will help you understand a lot more about that category you buy and identify new ways to add value.
2. Fills you in on the goss’
While it’s not appropriate for your boss to share all the intricacies of what’s happening within the upper echelons of your business. It’s important that you know enough corporate gossip so that you can expertly manoeuvre yourself and your projects through the minefield of personalities and relationships that make up your business. Stakeholder engagement is one of the most important skills required to be a successful procurement professional, so understanding “the lay of the land” is critical to your success.
3. Helps you keep score
Whoever you are in an organisation, you need to demonstrate the value you are delivering. In procurement, this often means savings, but it should mean so much more than that. Your boss should work with you to explain how your role links to the delivery of the overall business strategy and how all the different dimensions of your role deliver value – efficiency, productivity, innovation, customer service and other non-cost related value drivers are all important conversations to your CEO.
4. Has a game plan
Yes, your boss should have an overall plan for how their team is delivering against the overall business strategy, but they should also have a plan for you – both for what you need to deliver and how you need to develop in the coming year. The best CPOs I know are obsessed with finding the best people and helping them develop. They send their people out to be trained up in the skills they need and to build peer networks that will develop their leadership skills. The worst CPOs keep their category managers locked away from the rest of the world in fear that their people will be poached. A great CPO doesn’t need to worry about this, because they know that they have developed a great employee value proposition that keeps their team engaged… and retained.
5. Is a bit of a procurement rock star
If your CPO is well known and has a strong peer network, this provides you with a type of insurance policythat they know what they’re talking about and will hopefully be a great teacher. However, you need to be careful that they’re not so committed to building their own profile out on the speaking circuit that they’re not providing enough support to their team. A healthy balance between managing their internal and external relationships should provide you with a leader that connects you and your organisation with the outside contacts it needs to “stay in the loop”, while keeping everyone on track within your organisation.
How you are going to assess your potential new boss against this checklist when you are outside the organisation? This is where your network becomes invaluable. You will know someone who knows someone (use LinkedIn or Procurious to see the connections) who has worked for your target boss. Contact them, have a chat, see how the CPO measures up. The most telling sign of success is how the CPO’s employees have been promoted both within and outside the organisation…
Even in a world where data is king, IBM CPO Bob Murphy believes there is nothing so important as professional development and human relationships.
The numbers are eye-watering. IBM CPO Bob Murphy looks after a $70 billion spend – $25 billion internally and $45 billion 3rd-party. The company has around 150,000 contracts across 17,000 suppliers, with its flagship cognitive technology, Watson, reading 900 million pages in multiple languages per second.
As we prepared for our interview with Murphy, it’s understandable, then, that we expected to find him entirely focused on data analytics, automation, AI and the other tech that’s rapidly impacting so many professions. We were wrong – what comes across loud and clear is that this is a charismatic, engaging leader where people and relationships matter.
Think 40 and other professional development
Talking to Bob, it becomes immediately clear that his personal commitment to professional development is enormous. “If you want to be a leader, you have to stay current and replenish your IQ through learning and new knowledge. Ultimately, talent development is about making sure you have excellent people to replace outgoing leadership – it’s also vital for driving innovation.”
IBM’s Think 40 program mandates a minimum of 40 hours per year of self-initiated professional development. For the procurement team, this means having the option to select from a range of internal and external courses (often online), including offerings from Six Sigma, Procurement Leaders and ISM. For Bob, it comes down to inquisitiveness and a love of continual learning.
“We look for logical, friendly, humble, smart and inquisitive people. Anyone with a rudimentary knowledge of supply management can be trained to become outstanding procurement leaders. Making people aware of what is possible is absolutely critical – most successful people around the world put aside time to regularly read and educate themselves. They’re inquisitive; they enquire after things.”
Two critical skills for future leaders in procurement
“Data”, says Murphy, “is omnipresent and omnipotent.” He stresses that leaders who want to thrive in the procurement profession need to develop an understanding of:
Data analytics – we can gather data but how do you use that data to gain insights?
Robotic processes – how can you automate tactical processes so human capital is used to the greatest effect?
Cognitive computing – understanding how to digitise a process end-to-end so it is interconnected and insightful.
Murphy tells Procurious that while leaders need to be able to use technology to get the insights and knowledge they need, their main focus should be on developing their emotional intelligence (EQ) rather than their IQ. “You need to have the ability to talk to clients in a consultative manner. We have one mouth and two ears, and that’s how we ought to apportion our time in any discussion. When we’re talking, we’re not learning.”
How can you train someone to be adept at building relationships? “It’s about attitude, not aptitude”, says Murphy. Whether leadership is innate or taught, the results are the same. You need to be able to work collaboratively with your suppliers, show them what’s important to you and understand what’s important to them. “Your relationship-building skills will ultimately enable your suppliers to drive innovation. For example, we have 17,000 suppliers at IBM. I want each one to wake up every morning and think: ‘How can I make IBM better’?”
Have you got a cognitive journey map?
Where is your organisation headed with cognitive procurement technology? Where do you want to be? How will you use people, processes and technology to get there? What can we automate?
Murphy recommends that every procurement team should have a roadmap that lays out the strategy for its data, analytics and cognitive journey. “All CEOs need a vision for their cognitive journey, and every function needs one too.”
According to The Hackett Group’s 2017 Procurement Key Issues research, only 32 percent of procurement organisations currently have a formal digital strategy in place, and only 25 percent have the needed resources and competencies in place today.
In reality, we can’t all be first-movers. But even if your company isn’t yet ready to act on cognitive technology, CPOs will be rewarded for raising the question, thinking through the issues and putting the challenge on the Board’s agenda. Most importantly, there needs to be milestones and deliverables, as Murphy warns: “Strategy without execution is a daydream”.
To end on a gem of a quote from Murphy, he spoke about how the constantly evolving nature of technology means a never-ending journey. “’Journey’ is a good description, because it is never finished. Anyone who thinks it is finished, is finished.”
Is your career in the grips of a scary, old-world CPO? How do you recognise if your boss is one, and what can you do about it?
Everyone loves a good throwback article, which is why we’re hopping in our time machine to bring you back some of the biggest and best Procurious blogs. If you missed any of the golden oldies, look no further!
This week, we’re revisiting Tania Seary’s top advice on how to avoid the scary old world CPO!
Beware the Jabberwock, my son!
The jaws that bite, the claws that catch!
– Lewis Carroll, 1871
You’ll know a scary, old-world CPO when you see one.I had almost forgotten about them until I found myself in a meeting with one last week. Somehow in recent times I have escaped the horror of hearing such old-world, closed network thinking like:
“I don’t want my team on social media, someone may poach them”
“We’re too busy working to be looking at what’s happening in the rest of the world”
“We know our business best”
“What if my team spends all day on social media?”
To the team at Procurious, these comments are like blasphemy. We’re on a mission to change the face of procurement, and give the images associated with the profession a makeover. We want to replace the old brown cardigan-clad stereotype, with fresh images of procurement as the “smartest guys in the room”.My meeting with this archetypal nemesis reminded me of all the reasons why we founded Procurious. It gave me increased motivation to continue our mission, and gave rise to an overwhelming urge to protect all the amazing rising stars in procurement from the soul-crushing dictatorship of a scary, old-world CPO.
The Old-World CPO
Let’s face it, if your personal characteristics and actions portray an image that you’re living in the past, the chances are good you are. People don’t leave companies, they leave bosses.As such, we want to reward the great bosses, those leading by example, keeping their teams energised, investing in individuals’ careers, and continuously pushing procurement to excel.What are the tell-tale signs of a scary, old-world CPO? The next time you’re going for an interview, or looking at your current boss, don’t fall for the flashy suit, big title, or even the big brand name they represent.If the person opposite you falls into one of these categories, the chances are your career development will come to a screeching halt under such a draconian regime.
The (Digitally) Invisible Man…or Woman
Check whether this CPO has any sort of online presence. Tell-tale signs of invisibility include profiles with no photos, or inappropriate photos, scant, or no, information, and no visible mentions in a Google search.There may have been a freak internet-cleansing event, wiping out all references to this person, but the reality is that they probably haven’t spoken at any events, written anything interesting, taken the time or effort to understand social media, or understand the fact that you will be researching them online.Also, beware those CPOs who have fewer than 500 connections in their network. Some CPOs do make the case of quality vs quantity. But, if you’re working in a large company, have a large team, and work with an extensive supply base, shouldn’t 500 quality connections be expected?You (and the majority of your peers) want to work for someone who is an influencer. You want a leader with a wide range of connection they can introduce you to, and broaden your horizons. Working with someone with a limited network can be a road to nowhere for your career prospects.
Robinson Crusoe – the Loner
This CPO really is an island.They don’t believe in networking, collaborating, or outside knowledge flow, and believe information is for their own personal advantage to build their power base. The Robinson Crusoe profile can physically manifest itself as an executive sitting in a corner by themselves, with their back to the team.This information block exists not only within their psyche, but extends to the procurement team itself. This old-world CPO has particularly old-world views, and creates a knowledge hierarchy, where they take all the great (and politically advantageous) ideas as their own.Another problem with this approach is that it encourages working in a closed network as part of the norm. These scary old world CPOs end up staying in the same profession, peer group, company, or industry, invariably associating with people they already know. This peer group continues to reinforce their outdated approach to management, and their thinking is never challenged.The new world CPO is collaborative, a “true influencer” and shares their knowledge freely and widely.My view is that a CPO’s main job is to not only drive change and innovation (and make a couple of deals on the side), but to give their team the opportunity to access tools and discuss ideas with other professionals, thought leaders and experts from around the globe.Yet I still see CPOs encouraging teams to work in isolation, unaware that there is whole universe of knowledge to help them grow and excel in their jobs.
The Devil Wears Prada – The Career Crusher
Their desk calendar reads 2016, but their attitude towards employees is stuck in the 1950s.Yes, your boss should have an overall plan for how their team is delivering against the overall business strategy. But they should also have a plan for you – both for what you need to deliver, and how you need to develop in the future.They should be committed to diversity and promoting young talent, to making sure their team reflects this commitment and is generating opportunities for the next generation of talent.The best CPOs are obsessed with finding the best people and helping them develop. They send their people out to be trained in the skills they need, expose them to new opportunities, and build peer networks that will develop leadership skills.The worst CPOs keep their category managers locked away from the rest of the world in fear that their people will be poached. A great CPO doesn’t need to worry about this. They know that they have developed a great employee value proposition that keeps their team engaged and retained.
Let’s not be too hard on these talented Heads of Procurement. They can’t all be cut from the same cloth.Why not get on the front foot and try and initiate some reverse mentoring. With a few polite, and well-placed pointers, I am sure you could help turn your scary, old-world CPO into a procurement rock star.Sharing your skills and knowledge could help your CPO become increasingly tech savvy and an advocate for technology, including social media, for procurement. And just in case you need some more points, you can find a 5-point checklist on being a great procurement boss right here.We look forward to seeing you both on Procurious soon!
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.
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