Tag Archives: diversity and inclusion

Women In Procurement? You Better Believe It

At Procurious we want women in procurement across the globe, and from every walk of life, to be the best that they can be and reach the highest of career heights. But to dream big it’s important to have some leading lights showing you the way…

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It’s hard to dream big and aim high without a little leading light to show you the way. Sadly, at procurement conferences women make up just 20 per cent of presenters, they represent 20-35 per cent of procurement association memberships and earn up to 31 per cent less than their male counterparts.  

And so, on this International Women’s Day, we want to show the procurement world all of the amazing things women are doing and achieving for the profession, to inspire you to do it too! 

For the past week, we’ve been running a visibility campaign – encouraging women working in procurement across the globe to share photos of themselves in order to inspire the next generation of talented women.

Check out some of the amazing contributions below and get involved here.

Bill Gorman, Portfolio Lead – Procurement and Supply Chain – Accenture and her team in Brisbane

Why is visibility important?

Visibility for women in procurement is important as we are still fighting an undertone that strong leadership can only come from men, which is absolutely not true.

There is a cultural bias that is engrained in our society’s fabric that women themselves often subscribe to – visibility for women in procurement is not external, it’s internal. The journey for true equality starts when we acknowledge ourselves.

Abby Vige, Procurement Manager – Ministry of Education of New Zealand

We might be very confident in life, but it is always easier when we see examples proving that things are achievable. Hence the importance of sharing success stories of women in Procurement to motivate women to embrace a career in this exciting, dynamic and rewarding profession.  As an African European woman working in Western Europe, for me it is even more important that black women can be inspired and encouraged to join the profession. environment. #Representation matters!

Joelle Payom,  Global Strategic Sourcing & Vendor Management Lead

Increasing the number of women in key roles increases the availability of role models. It increases identification with leadership roles and helps grow future supply. A diversity of role models expands the leadership profile, and boosts innovation.


Achieving a critical mass of 35 per cent or more women enables:


– Supportive alliances to form between women, increasing their retention
– Recognition of women for their individual talents, rather than for stereotypical attributes 
– Improved dynamics and culture of the larger leadership cohort

Karen Morley, Director -Karen Morley & Associates
Tania Seary, Founder – Procurious

Joelle Payom,  Global Strategic Sourcing & Vendor Management Lead

What motivates you to be a role model?

I like to share experiences, tools and tactics that help navigate the human experience. There is a lot of emphasis on technical skills and workplace experience but there is little insight from leadership about how they got to the place they are in now, often it’s soft skills and learnings around resilience and adaptability that lands our leaders in these roles. I like to remain open to anyone starting out in their career, pulling back the curtain and being honest about work life balance, coping mechanisms for pressure, priorisation skills and having tough conversations

Abby Vige, Procurement Manager – Ministry of Education of New Zealand
Coretta Bessi, Head of Procurement – Ausgrid

How can organisations help female employees careers’ progress more rapidly?

Starting by promoting more women at Top Management level. That’s the most powerful sign that an organization is not only embracing diversity but also fostering effective inclusion. If it happens at Top Level, it is easier to cascade down. #Lead by example!

Joelle Payom,  Global Strategic Sourcing & Vendor Management Lead
Carina Hoogeveen, Senior Director, Marketing EMEA – Icertis

Cathryn Vann, Head of Procurement – Accsys Group

Sally Lansburt, Rhylee Nowell and Pip McGregor – The Faculty

Helen Macken, Director
– Vladcat Enterprises Limited

Claire Costello Senior Director, GBS Indirect Procurement Solutions- Sourcing – Walmart and Kirsty Middlemiss Senior Manager, Procurement, Asda

Get involved with International Women’s Day 2019 

On this International Women’s Day, we’re campaigning to improve the visibility of women in procurement and supply chain management. We want to showcase some of the amazing things women are achieving for the professions and inspire you to do it too! 


1.Sign up to join the Bravo group on Procurious
2. Download your very own you can’t be what you can’t see poster from the documents tab in the group
3. Print out the poster and snap a shot of yourself 
4. Share the photo via the Bravo group on Procurious 
5. Share the photo on Twitter, tagging @Procurious_ and #IWD2019 #BravoWomen and LinkedIn. In your post, nominate a woman in procurement who inspires you and ask her to take part too! 

How To Be Visible, Feel Authentic And Advance Your Career

You can’t be what you can’t see has become a catch cry for the lack of visibility of women in leadership roles.

It’s a bit of a Catch-22. To be prepared to be visible, to feel authentic and to advance your career is so much easier when you can follow women who’ve already blazed the trail. It’s so much easier to follow a path that someone has created than to forge your own. And what a hard slog if everyone is doing that!

To make your own path easier, find role models that you can emulate, help others find role models that they can follow, and this will increase your opportunity to be visible.

You can’t be what you can’t see

You can’t be what you can’t see has become a catch cry for the lack of visibility of women in leadership roles.

When there are no female role models, women’s belief in their suitability for leadership reduces. ‘You can’t be what you can’t see.’ The unavailability of female role models constrains the choices women make about their careers.

This has a significant impact on available talent. Girls are discouraged from pursuing careers that seem ‘male’.  Women do not choose to pursue career opportunities in male-dominated areas. 

This also limits organisations’ talent pools and pipelines. It compromises long-term future talent supplies across industries. It is strikingly evident in male-dominated professions, like engineering.

For International Women’s Day 2019, Procurious are running a new campaign to improve the visibility of inspiring women working in procurement and supply chain. Get involved here.

Why role models are so critical

Implicit self-beliefs are not simply private thoughts that remain confined to the mind. Rather, they impact intentions and goals. They encourage, or hinder, future professional success.

At entry to tertiary studies, and again at exit, young women agree that women-as-a-group are as suited to leadership roles as men. They express their own personal ambition to be leaders.

However, their unconscious beliefs about women as leaders, and their own leadership potential, do change. Without the right kind of interactions with role models, young women’s implicit self-beliefs diminish.

When all or most of their professors are male, their unconscious self-beliefs erode. They come to believe that women are better suited for support roles.

When women directly engage with successful female professors their unconscious self-beliefs improve. Frequent contact helps the association ‘woman = leader’ strengthen. However, only when contact is evaluated as meaningful do self-beliefs change: ‘I can be a leader’.  A sense of similarity with role models is created by a meaningful, quality connection. Women’s leadership ambitions increase significantly when they engage with such role models.

This same pattern continues as women engage in the workforce. Women are less likely to pursue leadership roles or roles in masculine domains.

Young women are unaware of their implicit beliefs

They believe that the way they see themselves and their career choices are down to their own motivation, talent and interests. Instead, context powerfully drives their choices.

A senior leader described her daughter’s reduced ambition as like the erosion caused by acid rain. She started her career as a confident, ambitious young woman. She was clear about who she was and what she wanted. Over time, she had given up career goals and her dreams of success. A drop at a time, and devastating over time, her interest in her career was being eroded. She was shaping herself in line with expectations about what women should be like at work. Not confident. Not ambitious.

The ingredients that best predict improvement in implicit leadership self-beliefs are:

  • Knowing that other women have achieved success in leadership or male-dominated domains, together with
  • The experience of personally connecting with those women.

Who are your role models? Fabulous, successful female leaders that you would aspire to be like. If you don’t have three or four that you see personally, or feel strongly connected to, get to work and find them!

Leverage the role model effect

Increasing the number of women in key roles increases the availability of role models. It increases identification with leadership roles and helps grow future supply. A diversity of role models expands the leadership profile, and boosts innovation.

Achieving a critical mass of 35% or more women enables:

  • Supportive alliances to form between women, increasing their retention;
  • Recognition of women for their individual talents, rather than for stereotypical attributes; and
  • Improved dynamics and culture of the larger leadership cohort.

The mere presence of women in small or ‘token’ numbers is not enough. It has been assumed that an initial appointment of one woman would lead to a flow of female appointments.  Instead, hiring more women often stalls. A 20 year study of US Fortune 1000 companies found that hiring one top female executive did not lead to a second.

To achieve a critical mass of women in leadership, hiring patterns need to shift. A powerful way for that to happen is by male leaders advocating for gender-balanced leadership.

If you are in the hiring game, make sure that you are removing all the bias you can from your process, including at the initial stage – make sure your work climate is inclusive and welcoming.

Harness the power of male advocacy

CEO advocacy is the primary driver of a rapid achievement of critical mass. Advocating pro-diversity views promotes acceptance of diversity and helps to realise its benefits. Advocacy by influential figures is persuasive. It can change unconscious attitudes. As CEOs and senior leaders are mostly men, their role as advocates is key.

The best ways that men can champion gender equality are by:

  • Being credible, trustworthy supporters of gender-balanced leadership,
  • Delivering clear messages about gender balance and their commitment to it,
  • Using persuasive power to change the minds of peers, and
  • Working collegiately with women.

The way in which senior men include women, model openness to difference and challenge exclusionary behaviour by others creates a new example and new model for behaviour. Who are the senior men that you can encourage to be more visible in their advocacy?

Because it is still uncommon to hear men advocate in this way, when they do, it stimulates a mental double take. It challenges unconscious thinking.

Engaging senior men as advocates is also a positive way to tap into their desire to look good to others. The male champions of change program does this very effectively.

How many male advocates do you have in your network? What might you do to nurture one more? Maybe you are a male advocate for inclusion and innovation? What can you do to persuade those around you to join you as an advocate?

Reset visibility

Align yourself with this year’s IWD theme of #balanceforbetter. Time for a reset in our thinking. Let’s work on both women’s visibility as leaders, and on men’s visibility as champions for balanced leadership. You can’t be what you can’t see will be an even more powerful catch cry when used to encourage men to add their voices as advocates. Make advocacy visible!

Be visible, feel authentic and advance your career

Set your sights on making it to a senior level role, or help those around you to do so. Increase your confidence in your own leadership identity, by identifying specific role models. Role models help increase feelings of self-efficacy in leadership, the development of your identity as a leader, and increase your positive feelings about being a leader.

Creating a strong, confident story-line that is congruent with your own values, and having a presence that holds attention, are critical to succeeding in leadership roles, and work on these will help you to advance your career.

Get involved with International Women’s Day 2019

At Procurious we want women in procurement and supply chain management across the globe, and from every walk of life, to be the best that they can be and reach the highest of career heights.

But it’s hard to dream big and aim high without a little leading light to show you the way.

Cathryn Vann, Head of Procurement – Accsys Group with Procurious’ Holly Nicholson

That’s why, on this International Women’s Day, we’re campaigning to improve the visibility of women in procurement and supply chain management. We want to showcase some of the amazing things women are achieving for the professions and inspire you to do it too! 

1.Sign up to join the Bravo group on Procurious
2. Download your very own you can’t be what you can’t see poster from the documents tab in the group
3. Print out the poster and snap a shot of yourself 
4. Share the photo via the Bravo group on Procurious 
5. Share the photo on Twitter, tagging @Procurious_ and #IWD2019 #BravoWomen and LinkedIn. In your post, nominate a woman in procurement who inspires you and ask her to take part too! 

Thanks Gillette. Why Men Should Aim To Be The Best They Can Be

The recent Gillette ad caused a massive response for a 1:47 minute film. Is it the close shave we had to have, or one that’s just too close for comfort?

The ad actively highlights the importance of rejecting toxic behaviour, showing men intervening when others are harassed or bullied, and helping to protect children from the same behaviour. Promoting civility, care and protection can’t be bad. Can it?

Alignment with the #metoo movement may be enough to raise the red flag to some. But even, so, just why is the ad’s message so controversial? Gillette’s strapline change from ‘the best a man can get’ to ‘the best a man can be’ seems nothing short of genius. Why is it not universally inspiring?

Unfortunately, diversity initiatives are now well known to backfire and cause backlash. Any attempt to change people’s attitudes and beliefs will almost certainly do this. The history of Civil Rights in the US is an unfortunately good example.

Whether this initiative does or doesn’t result in unintended negative consequences for Gillette, there are lessons that can be learned from the response. At the heart of the contention is the portrayal of the toxicity of hyper-masculine cultures.  

The key characteristics of a toxic masculine culture are:

  • Show no weakness – don’t admit you don’t know, don’t express doubt;
  • Show strength and stamina – stronger, longer, and bigger are better;
  • Put work first – work hard, don’t let family interfere;
  • ‘Dog eat dog’ – watch your back, you’re in or out.

These characteristics are traditionally associated with men’s work, and with leadership. They are prevalent in many industries and occupations, not just dangerous or physical strength-related ones, such as the military or emergency services. They also characterise engineering, construction, and white collar industries like finance, procurement and law. Many mainstream organisations conflate the demonstration of masculine traits with effective performance.

It’s not the characteristics themselves that are the problem. And it isn’t men either.

The problem with these characteristics is when they are the majority characteristics of an organisation’s culture.

An interesting feature of masculinity is that it isn’t ever settled, it always needs to be contested. The problem is not in the behaviour of individual men, but in workplace cultures that reward survival-of-the-fittest and dog-eat-dog competitiveness.

The expectations are neither inevitable nor are they universal. The nature of teams, the structure of work and the core tasks associated with specific occupations all moderate how cultures form and are experienced in male-dominated occupations. For example, where firefighting crews were encouraged to express camaraderie and work with good humour, they were much less likely to engage in high risk behaviour. They were faster to coordinate, had fewer accidents, and caused less property damage.

In one study of leadership climate, 56 per cent of people considered that the managers they interact with every day displayed toxic leadership to some degree. Masculine contest cultures are less inclusive, and there is a lower level of psychological safety. Higher employee stress, work-life conflict and turnover intentions result. Organisational commitment is low, as is wellbeing. The more toxic the culture, the worse performance becomes over time.

When men who strongly identify with masculine characteristics experience threats to their superiority, they also tend to reduce support for gender equality. If they see programs for gender equality (such as this ad) as a zero-sum game, ie, any gains to be made by women will be losses to them, they withdraw their interest, don’t get involved, or oppose the programs.

Moves towards equal pay, for example, are seen as reducing opportunities for men and placing downward pressure on men’s pay. In a contest culture where men are competing against other men, women’s access into the competition is seen as disrupting the advantage that men have.  Attempts to increase the representation of women will be difficult.

It is when men who identify strongly with masculine characteristics perceive threats to their masculinity that they are more likely to sexually harass others. And they may harass either female or male colleagues.

Where men believe that gender roles are fixed, they tend to rationalise the social system. They are more likely to justify the system and its inequities. On the other hand, where men are primed to see gender roles as socially ascribed, their identification with ‘male’ decreases as does their defence of gender inequities. Their views align more with women’s.

A real part of the problem for change is that working in a masculine culture is associated with greater work engagement and job meaning for some men. Some men find the prospect of winning masculine status so seductive that they will sacrifice their wellbeing for opportunities to be in the contest.

Finally, a major challenge is that those organisations that need training the most are the least likely to benefit from it. Organisations that promote masculinity context cultures won’t change through traditional diversity and sexual harassment training. In such cultures, conventional approaches have not been effective and in some cases have backfired.

Diversity and sexual harassment training is only effective in those organisations that support its purpose and content. When there is misalignment, when training is done to meet external reporting or is tokenistic, training is at best a waste of time.

These issues highlight some of the reasons behind the strong, negative reactions to the Gillette ad.

If you are someone who sees the Gillette ad as a breath of fresh air, and you want to reduce the degree of masculine contest in your culture, keep these three key things in focus:

  • Let people control their own solutions to inequities, by engaging them in the problem, make sure they are volunteers, and use curiosity as a key hook. This makes it rewarding
  • Increase contact and connection between under-represented groups, and ensure they work together as this minimises status differences and focuses on work and learning;
  • Make responsibilities transparent, and make people accountable for their actions, which taps into their desire to look good to others

Putting The ‘I’ In D & I

By having an inclusive corporate environment for people we can make a change and improve the way society works…

In today’s workforce, diversity has become a buzzword, with organisations increasingly communicating its importance through their advertising and core business values.

But what does diversity mean, why is it important, how do you achieve it and, once you have it, what do you do with it?

Joelle Payom, Global Strategic Sourcing & Vendor Management Lead explains that there is an enormous pressure for organisations to hire people that are different. But alongside that moral pressure to ‘do the right thing’ is a very strong business case. “A UK report revealed that the British economy could be boosted by as much as £24 billion if black and minority talent was fully utilised . When you have a diversified workforce you have a broader [talent pool] who are able to bring different ways of working, different ways of dealing with issues and can provide greater innovation.”

Putting the ‘I’ in D & I

As Joelle points out, there is no point in building a diverse workforce if it is not nurtured into being an inclusive one. “To reap the benefits of a diverse workforce it’s vital to have an inclusive environment where everyone is treated equally, feels welcome to participate and can achieve their potential”

Diversity = The What

A mix of diverse types of people

Inclusion = The How

The strategies and behaviours that welcome, embrace and create value from diversity

“What is really at stake is not diversity, but inclusion. How do you make sure your diverse workforce will generate the expected benefits – that increased profitability – no matter who they are. You cannot simply integrate a human being [to the workforce] because they come with their own character and uniqueness.

“How do you ensure [everyone is able to] give their best to the company?”

  1. Let People Be Themselves: It is the employer’s role to ensure that all employees, no matter their specific characteristics, can be themselves. “In the corporate world we all have to fit in but fitting in doesn’t mean you forget who you are.”
  2. Equity – The entire employee base should be given equal chances whether that’s an equal chance to be promoted, equal pay or other opportunities within the organisation.
  3. Intersectionality – A black man, who is a wheelchair user and identifies as gay might endure multiple forms of discrimination at the same time. To better include this person it doesn’t make sense to only address one of these factors – you can’t foster an inclusive environment without addressing everything. D & I teams often isolate their efforts on one particular minority group but the experience of a white woman might be very different to that of a black women, and that needs to be addressed when it comes to developing D & I strategies and policies.
  4. Safe space – Employees should be encouraged to speak up about these issues without fear of retaliation. “Organisations must ensure their people management approaches don’t put any group at a disadvantage.”

“What I want people to take away is that diversity and inclusion (D & I) is not only for women or for people of different ethnicities or sexual orientation. It is for everybody. D & I , which is much more important than diversity, means that we need to provide each human being with equal treatment in the corporate world. By having an inclusive corporate environment for people we can make a change and improve the way society works.”

Joelle Payom, Global Strategic Sourcing & Vendor Management Lead

Procure with Purpose

Procurious have partnered with SAP Ariba to create a global online group – Procure with Purpose.

Through Procure with Purpose, we’re shining a light on the biggest issues – from Modern Slavery; to Minority Owned Business; and from Social Enterprises; to Diversity and Inclusion.

Click here to enroll and gain access to  all future Procure with Purpose events including exclusive content, online events and regular webinars.  

How To Become A Corporate Superstar Overnight

Bravo! Tania Seary shares her thoughts on gender disparity in procurement, having the courage to  get big ideas through big companies and why procurement is THE career choice if you want to become a corporate superstar overnight!

Kaspars Grinvalds/ Shutterstock

Procurious Founder, Tania Seary, remembers her first day in a procurement role as a game-changing moment in her career.

“I’d had some fantastic jobs in marketing and communications but nothing struck me like that first day I worked in procurement, moving from one side of the table to the other. It was a real rush.”

For Tania, the scope and scale of the function along with the ability to impact so many parts of the business meant that she was sold straight away.

Like so many of procurement’s rising stars, Tania fell into the profession unexpectedly.  Speaking to peers on her MBA course at Penn State, she was fascinated by the number of people who aspired to go into procurement roles. When she questioned their reasons, the answer was always “because you can become a corporate superstar overnight, saving millions of dollars for the organisation.”

In procurement, they told Tania, the CEO and CFO know who you are and you can get promoted quickly. “It sounded like a great idea to an ambitious 30-something … and as I said, once I got to the other side of table I was really hooked.”

On Day 3 of the Bravo podcast series Tania Seary shares her thoughts on gender disparity, getting big ideas through big companies and the importance of having a human touch in procurement.

Getting your big ideas heard

Courage is one of the key attributes required to drive the best ideas forward, along with resilience and the ability to choose your projects wisely. “Getting a big idea though a big company takes a lot of energy and time”, explains Tania.  She shares her top two tips for getting big ideas off the ground:

  1. Do your homework and have a strong business case – You can really build support across your organisation as you’re building your business case, then fall back on those people as your support network when you get challenged at the senior level.
  2. Choose your sponsors wisely – It’s vital to have a corporate sponsor for some of these courageous projects, but make sure they’re not simply picking you to be involved as the flavour of the day. Find someone to help who understands the business benefits of what you’re putting forward and will support you because they believe in the project.

The human touch goes a long way

Tania stresses the importance of procurement professionals behaving like human beings in the workplace. The old-school  workplace attitude demanded that your personality be left at the door. “It’s increasingly important [for your team] to see that you’re a little bit vulnerable, a little bit human and that they can relate to you.”

At Procurious, we’re often questioned on the benefits of having separate social media accounts for personal versus corporate life. But Tania is a firm believer that you should be one person, with the courage to show your genuine self online, and in the office.

Tania believes that being human will be procurement’s competitive advantage in industry 4.0. “My belief is that our role in industry 4.0 will be to orchestrate and collaborate within this complex tech-enabled web of suppliers.  When robots are pointing us in different directions we have to be the ones who step in and reconcile, playing to our strengths.”

Collaboration, innovation and influence are things only humans can do. “That will be the future of procurement; trusted advisors who can solve complex problems.”

The pay gap 

Gender inequality in procurement is an ongoing concern for Tania. “It’s something that needs to be addressed. Looking at the [pay gap] statistics in the UK, US, and Australia is astonishing.” This hard-hitting data has motivated Tania to be a champion of change for women working in procurement. “I’m really going to be encouraging leaders around the world to tackle this head-on and ensure that their teams are paid equally”, she says.

“It’s something that the whole business world struggles with, but procurement can take a firm stand and be one of the first functions to put its hand up and say we’ve achieved this important goal.”

Tania’s short-term dream for the profession? “If we can say – by the end of 2020 – that we’re a very ethical profession that pays employees fairly, that would be a great result.”

In Bravo, our five-part podcast series celebrating women in procurement, five inspiring and courageous women share their stories and the secrets to their success. Sign up to now (it’s free!)

How To Survive And Thrive In An Uncertain Environment

Inspirational speaker, Nicky Abdinor, advises how to create sustainable attitude change and thriving in an uncertain environment. 

Nicky Abdinor’s self-appointed tagline is that she was “born without arms but not without attitude.” It’s a punchy line,  and it also couldn’t be more accurate.

Nicky was born with physical disabilities, no arms and shortened legs and she describes how her parents were totally unprepared for her disability. “In those days there were no scans to [determine] if you were a boy or a girl let alone if you had a physical disability. But I’m so grateful they chose to focus on my strengths.”

As she grew up, it was never a case of “can Nicky do this?” rather “how is Nicky going to be able to do this?”

Nicky believes her upbringing helped her to  adapt to her disability and flourish. “A big part of my success is having that nurturing environment and access to mainstream schooling.  I was encouraged to take part in all activities and I’ve learnt to do things just a little bit differently.” Nicky was unable to do things the same way as everyone else on a physical level but instead she used her acamdeic abilities and passion for human psychology to her advantage.

She now works as an  international keynote speaker, registered Clinical Psychologist and founder of the non-profit, Nicky’s Drive.

Creating sustainable attitude change

Nicky’s work as a  clinical psychologist focusses on cognitive behavioural therapy (CBT).

The premise of CBT is the belief that “it’s not our situation  determining how we feel or behave but how we think about those situations.”

It’s useful to recognise that so many of us could be experiencing the same or similar situations but we all have entirely unique responses to that situation. The key to actually creating sustainable change, Nicky explains,  in our attitudes, beliefs and emotions is  to understand the core thought processes that we implement on auto-pilot.  An everyday situation  such as a meeting with a manager could trigger  a  particular behaviour. “But we need to understand our thought pattern.  We’re wired to think in a certain way and people don’t realise that you can’t truly change the way you think about a situation until you understand those automatic thought processes.

With some work, it’s possible to recognise your cognitive roadmap and what gets triggered, which is often linked to previous experiences and relationships.

Nicky explains that it is quite liberating to realise we don’t have to change our situation, “we can change how we think about a situation to bring about wellness and a better quality of life. It’s empowering to know we can’t change our situation but we can certainly change the way we react to that situation.”

Thriving in an uncertain environement

Nicky speaks passionately on the concept of uncertainty and how it impacts on our every day lives.

“A lot of people come for therapy because they are anxious about the future. A big part of what I do is help people learn to tolerate uncertainty.  None of us have absolute control over what the future holds. Ultimately, people find it hard to tolerate because they place demands on themselves that they have to know whats going to happen.”

In a corporate setting the same applies. Leaders of today are concerned about reaching their targets, will there be another recession, what’s going to happen to the political landscape of my country and how will it impact by business? We want to know exactly what’s going to happen.

But, Nicky argues, we must learn to tolerate that uncertainty, which ultimately means teaching yourself to live in the present . “If we worry too much about tomorrow,  we cannot enjoy today,””

When it comes to hiring talent,  recruiters need to ascertain whether applicants understand this concept. “Can that person deal with uncertainty, does that person have the ability to recognise the limitations for going into the future. When we have the ability to understand uncertainty we can achieve so much more. Worrying is a waste of time and we need a bit of anxiety to motivate us to do the right thing, be ambitious and reach your goals.”

In Bravo, our five-part podcast series celebrating women in procurement, five inspiring and courageous women share their stories and the secrets to their success. Sign up to now (it’s free!)

Nicky Abdinor was a keynote speaker at Big Ideas Summit Sydney earlier this year and wowed our audience. You can watch her presentation in full here and get in touch with Nicky regarding speaking opportunities here (Procurious HQ couldn’t recommend her more!) 

Can We Tell You A Procurement Story?

When we say a story, what we really mean is five stories.

In Bravo, a new five-part procurement podcast series, we interview five inspiring and courageous women to discover the secrets to their success.

Discover why you should become a master storyteller, learn how to focus on your strengths, and listen as we debate critical issues including the salary gap, key procurement skills and the greatest challenges facing the profession.

What is the Bravo podcast series?

Bravo sponsored by Telstra, is a five-part procurement podcast series celebrating women in procurement. The series features five, fifteen-minute podcasts that have been designed to give you some inspiring insights from five top thought leaders in the profession.

How do I listen to the podcast series?

Simply sign up here and you’ll be re-directed to the Bravo group where you can access all five podcasts. You will also join a mailing list, which will alert you each time a new podcast is released.

How will I know when each podcast is published?

The series will run for one week, starting on 26th November with a daily podcast released on Procurious each day. We’ll drop you an email to let you know as each podcast becomes available.

Is the podcast series available to anyone?

Absolutely! Anyone & everyone can access the podcasts and it won’t cost you a penny to do so. Simply sign up here!

When does the podcast series take place. 

Starting on the 26th November the series will run for five days. The podcasts will be accompanied by daily blogs from speakers plus group discussions and articles on Procurious. When the series is complete, all five podcasts will be available for registrants via the Procurious eLearning hub, FREE of charge.

Podcast speakers

1. Thomai Veginis – CPO – Telstra

Thomai is the CPO of Telstra, and as such holds one of the very top CPO roles in Australia, with an eye-watering total spend of $14 billion, a portfolio of 36 categories, and nearly 200 procurement and supply chain staff reporting through to her.

2. Julie Masters, CEO – Influence Nation

Julie Masters is a globally recognised expert in influence, authority and thought leadership. She is the CEO and Founder of Influence Nation and Founder of ODE Management – responsible for launching and managing the careers of some of the worlds most respected thought leaders. Julie is also the host of the weekly podcast Inside Influence.

3. Carlee McGowan, GM Planning – Telstra

Carlee McGowan is a strategic manager with extensive Supply Chain end to end business acumen and a passion for driving and delivering best practice opportunities. She has worked for over 25 years in the field, with profession extending across fast moving consumer goods, retail, telco and international environments.

A change leader who has established, mentored and lead teams, and is known for her passion in customer centric Supply Chain Management using Sales and Operations Planning principles to create end to end business plans to exceed business objectives.

4. Tania Seary, Founder – Procurious

A true procurement entrepreneur, Tania is the Founding Chairman of Procurious, The Faculty and The Source. Throughout her career, Tania has been wholly committed to raising the profile of the procurement profession and connecting its leaders.

After finishing her MBA at Pennsylvania State University, Tania became one of Alcoa’s first global commodity managers.

In 2016, Tania was recognised by IBM as a #NewWaytoEngage Futurist and named “Influencer of the Year” by Supply Chain Dive. She hosts regular procurement webinars, and presents at high-profile events around the world.

5. Nicky Abdinor, Clinical psychologist and show-stopping motivational speaker

Nicky Abdinor is an international keynote speaker, registered Clinical Psychologist and founder of the non-profit, Nicky’s Drive. She is based in Cape Town, South Africa, where she runs her clinical practice. Nicky travels globally for keynote speaking events and has spoken at conferences across Africa, Europe, the USA, Australia and the Middle East.  Nicky is always commended on being a “credible” agent of change whether you are connecting with her one-on-one or from an audience. When you meet Nicky, it is hard not to recognise that she puts her message into practice. She was born without arms, not without attitude!

Bravo, the podcast series sponsored by Telstra,  goes live on 26th November 2018. Sign up now (it’s free) to access the series.

Advocating For Inclusion Is The Best Way To Get It

Advocacy increases inclusion. Being an advocate makes a difference and you can increase inclusion by using your voice within your network… 

Small acts of advocacy are all it takes to make a social movement. The #metoo movement was for the 12 years prior to last year’s Harvey Weinstein scandal a very small force for change. It wasn’t one single event that caused the social explosion. But it was when sufficient people acted in concert that it became a social movement.

And it certainly isn’t just about hashtags. With the current US President’s finger firmly on the Twitter trigger, you might think It is. There are so many more voices advocating publicly for their position. That makes it even more important to make your advocacy effective, not just noisy. I’m not ruling out social media as a tool for advocating, but it’s a means, not a message.  I’m going to rely instead on a Gandhian approach –  ‘be the change you want to see in the world’.

Advocacy increases inclusion. You can increase inclusion by using your voice within your network. By speaking out more about the importance of inclusion, you can create more inclusion.  More people will feel included and more people will join you to advocate for inclusion. If you raise your voice with confidence you will be a social force for change. People will feel included and experience a greater sense of belonging.

Being an advocate makes a difference, yet many leaders don’t feel comfortable advocating.

Some people don’t advocate because they think that saying it once is enough. If you say it once, everyone will get it. If you’ve got or work with kids, you’ll see through that one straight away! It’s not that different if you work with adults.

Another reason we don’t advocate is because we believe others are advocating, their efforts will be enough for the message to get through. It won’t make any difference whether or not I do.

Still others don’t advocate because they don’t think their single voice has much weight; it doesn’t seem worth it.

The harder thing that stops people advocating is that they don’t believe they can be powerful enough to make change: a social movement seems to take a lot of effort to organise without a guaranteed outcome; it all seems too much.

Hannah Gadsby’s Nanette is an example of using your own story to advocate for change. Not all advocacy needs this degree of personal disclosure to be effective.

Advocacy that resonates with those around you is like a swarm of starlings, a murmuration. When the individual birds come together they create a powerful and amazing sight. The magic of it is that this happens because each bird pays attention to just seven of their neighbours. Starlings are ordinary birds, all it takes is for seven of them to pay attention to each other, to get in sync, and they create something extraordinary.

Just like the starlings don’t have to influence the whole flock, don’t try to influence a crowd. Focus on seven key people around you, and magically, you too will influence a social movement.

Procurement Professionals: Get Your Blinkers Off!

Reluctant or unsure about driving greater diversity and inclusion in your procurement teams and the organisation at large? You need to take your blinkers off!

Simon Burt/ Shutterstock

When it comes to implementing diversity and inclusion initiatives in the workplace it can be difficult to know where to begin.

And perhaps you’re equally skeptical that your actions could even have a significant impact?

But when we were joined last month by Timo Worrall, Senior Category Manager, Facilities Management – Johnson & Johnson; Julie Gerdeman, General Manager, SAP Ariba and Darren Swift (Swifty), Inspirational Speaker, The Drive Project & Blesma Ambassador for our latest Procure-with-Purpose webinar all three speakers quickly put these doubts to rest…

The Facts

People with learning differences

“Just 6  per cent of young people with a learning difficulty are actually in employment which is a burden on society and for individual and their family,” explained Timo.

“These people are often willing but unable to work because we don’t give them the chance to get a foot in the door. They can’t find work because they can’t find work experience. We are often unwilling as big corporations to accept their differences. But they can do the work and they can also be very loyal. The barrier to entry isn’t them, it’s us.”

Veterans:

The Drive Project’s Veterans Work report found that three in ten businesses admit they have not even considered employing veterans. While the majority claim to be more open minded, 60 per cent of businesses rule out recruiting someone if they have no industry specific experience.

There are roughly 700,000 veterans currently in employment, over half find themselves in routine, low-skilled or low-paid jobs.

Neurodiversities 

“Individuals who are neurodiverse or on the autistic spectrum are underused source of talent with great skillsets that our leaders are seeking on their teams,” argues Julie. “There is a constant need for great talent and a unique point of view.”

Starting small is ok

“I have always been a huge advocate and proponent for diversity of thought,” explained Julie. “I’m one of nine children and so growing up I lived with lots of different opinions and personalities and thoughts and I saw the amazing environment that that created. And so I brought that with me to the workplace.

“I wanted to contribute to change. I volunteered to become the global exec sponsor for D and I at SAP Ariba. I started with a gender focus but it has evolved to become something much bigger and much broader.

“At SAP Ariba we think it’s ok to start small. It’s really ok. We started D and I [initiatives] with employees’ passions. [People who said] ‘this is what we’re passionate about.’ Welcoming and embracing personal passions into the professional workplace in a small way  blossomed into bigger, more formalised programs and from there we built a D and I framework to drive a more inclusive workplace”

As Timo explains, measuring success isn’t just about measuring numbers. “It’s easy to get bogged down in numbers and spend reports.” explained Timo. “[At Johnson & Johnson we are] trying to use story-telling and build business cases around the work we are doing. Talking about meaningful impact is a lot more powerful than just numbers.”

Take your blinkers off and crack on!

When it comes to getting started procurement teams simply need to “crack on and do it! I can promise you that you’ll find it hugely rewarding and enjoyable” asserted Timo. “I’m a firm advocate that [diversity and inclusion initiatives] change how procurement is viewed in the business and how we’re perceived.

“A social innovation agenda drives a completely different conversation with our business partners beyond that age-old savings conversation that we all get a bit bored of.

I really believe there is a massive untapped potential out there of many different groups that we don’t support as well as we should do. They can bring tremendous value and insights and different ways of doing things, often better than we can into our supply base. Get involved.”

Whilst serving in the Army in 1991, Swifty was seriously injured by a bomb. He lost both his legs, a number of his fingers and damaged his arms along with various other injuries.

Many years on and Swifty continues to live by this motto, championing individuality, pushing the boundaries of life as a double amputee and creating his own path.

“From my perspective I was lucky. I was surrounded by the right people. They were what I call “blinkers-off” people. They don’t wear blinkers. Or they’re prepared to take them off. They gave me the opp and had the right attitude to see some of the attrubutes that could be nurtured and untilised.

Broden your thinking. Take a punt on difference and diversity. Instead of always thinking you can’t ask why not, why wouldn’t we why shouldn’t, we let’s give it a go.

Unicorns are a mythical creature but they’re also a type of horse. Horses wear blinkers and they wear blinkers because it makes them go down a particular route, stops them from deviating stops them from thinking elsewhere and I quite like the idea of taking those off and having a wider vision.”

“What are the essential traits of future leader in procurement?” asked Julie.

“Is it this unicorn that ticks all the boxes. We intentionally seek a diversity of thought and a diversity of experience; different skill-sets. Because that drives innovation and that leads to great advancements.”

Procure with Purpose – Join the movement

Procurious have partnered with SAP Ariba to create a global online group – Procure with Purpose.

Through Procure with Purpose, we’re shining a light on the biggest issues – from Modern Slavery; to Minority Owned Business; and from Social Enterprises; to Environmental Sustainability.

Enrol here to join the Procure with Purpose group and gain instant access to our exclusive online events, including the Don’t Go Chasing Unicorns webinar. 

Disabled Does Not Mean Disqualified: Challenge Your Perceptions of Ability

How can procurement professionals make disability work in the workplace? 

This blog was written by Julie Gerdeman, General Manager, SAP Ariba. 


One of the greatest joys of my work at SAP Ariba is the opportunity to wear more than one hat; not only heading up our payments business but also serving as the executive sponsor of our diversity and inclusion efforts. At the core of our D&I strategy is an aspiration to build an inclusive culture around the customer, innovation, and employee experience to enable us to become the most diverse company in the cloud.

Recently, I had the honor of hosting SAP Ariba’s popular Diversity and Inclusion luncheon at Ariba Live Amsterdam. This year’s theme, Rising Above the Impossible, focused on the importance of disability inclusion and leveraging accessible technology for better business outcomes because SAP Ariba recognizes them as important to the future of the workplace. For the event we assembled disability inclusion experts from different parts of the globe, and I had the great pleasure to get to know a group of phenomenal and courageous women, including our keynote speaker Nicky Abdinor (Nicky’s Drive) and panelists Lesa Bradshaw (Bradshaw LeRoux), Tania Seary (Procurious), Susan Scott-Parker (BDI), and Stefanie Nennstiel (SAP). I’d like to share with you three nuggets of wisdom from my discussion with them that has left a lasting impression:

1. “If You’ve Got the Drive, the Destination Is Up to You.”

I will never forget Nicky Abdinor, a clinical psychologist, who touched our hearts and minds as she challenged all perceptions around ability with her core message to focus on what you can do versus what’s you can’t. She graciously shared her personal story of overcoming her disability by focusing on her ability to create sustainable change in her attitude, beliefs, and emotions to achieve the possible. She shared her mantra with the audience: “If you’ve got the drive, the destination is up to you.” I thought this was a great takeaway we can all relate to and apply in our lives because no matter if the disability is visible or invisible, we all have the power within us to choose to achieve the possible.

2. “Make Disability Work in the Workplace”

The talent pipeline and impact on the future of procurement is top-of-mind for our Procurement professionals. I see now more than ever that a diverse workforce is imperative for a business to survive in the digital era and is a topic that all our audiences want to discuss.

Our panelists were candid and offered some practical advice for all to use when they returned to their businesses, particularly around “making disability work in the workplace.” Companies must commit to building an inclusive culture that allows all employees, not just the perceived majority, to thrive at work. This begins with recruiting and retaining diverse talent.

At SAP Ariba, we are building our strong foundation by empowering employees to uncover their unconscious biases, which we all carry as human beings, and learning to eliminate bias from decision-making for better outcomes with our Business Beyond Bias training program. In addition, the panelists encouraged the audience to ensure their companies develop a disability and inclusion strategy to empower managers to make intentional decisions around reasonable accommodations that allow everyone the same opportunity to perform their job responsibilities. For example, SAP Ariba has made the intentional decision to participate in the Autism at Work Program because we value neurodiversity and are seeking a specific set of skills to enhance our workforce to widen our perspective on the business. Our disability and inclusion strategy enables our managers to go beyond traditional sources of talent, and this has made a positive impact in our overall employee morale.

From experience, we know that innovations often originate from unlikely sources.

3. Accessible Technology Can Make a Real Difference

Another critical component that enhances the success of disability and inclusion efforts is accessible technologies. The benefits extend from the home to the workplace, as accessible technologies transform the way people with disabilities contribute and thrive. They serve as a tremendous equalizer leading to retention, development and advancement. At SAP Ariba, we are deeply committed to ensuring that accessible technologies are integrated into our business.  We are amplifying this approach by promoting the importance of accessible technologies among buyers and suppliers and buyers on the Ariba Network.

The Important Role of Procurement

Procurement leaders play an important role in bringing visibility to the value of a supplier diversity strategy that can increase competitive advantage through an inclusive supply chain, offering opportunities to underrepresented suppliers. By now, we are all familiar with the research that shows companies that embrace diversity are more profitable. If you haven’t already, I recommend reading The 2018 Delivery Through Diversity Report by McKinsey for the latest data and insights.

As I reflect on my wonderful experience learning from our knowledgeable disability and inclusion experts, I feel hopeful and encouraged with the opportunities available to procurement professionals to make a positive contribution toward building an inclusive workforce and a diverse supply chain. Ultimately, as we embrace business with a purpose, the ability to contribute toward the greater good of society fuels my passion for leading and implementing diversity and inclusion within procurement.

Julie Gerdeman is GM and Global Head of Payments & Financing at SAP Ariba.