A Futurist, An Economist, A Professor, A Psychologist and a CFO Walk Into A Bar…It may sound like the start of a terrible joke, but in fact, this is the stellar line-up of experts featuring in Even Bigger Ideas. And alright, they didn’t actually walk into a bar, it was more of a podcast series…
Whether you love learning on the go, at your desk, on your lunch break or from the comfort of your own sofa, Even Bigger Ideas is made for you! The series is free for all Procurious members and can be found in the learning section of the site.
Why not spend 15 minutes with each of our procurement power-players as they highlight the trends disrupting business. Here’s what you can expect:
1. Make Sure You Still Have A Job In 2020
Futurist Anders Sorman-Nilsson warns that unless procurement pros act now, there’s a good chance they’ll find themselves unemployed as early as 2020. It’s time to embrace the gig economy, learn to speak the language of digital and invest in our education.
2. The Unpalatable Update On Thinking The Unthinkable
It turns out that thinking the unthinkable in the current climate is becoming a rather unpalatable affair. Nik Gowing, BBC Broadcaster and Visiting Professor at King’s College, explains why leaders must learn to recognise and handle impending unthinkables or risk going out of business.
Creating an encouraging environment for intrapreneurs in the biggest organisations can be tough. Rio Tinto CFO, Chris Lynch, offers advice on fostering innovation and some top tips on assessing when an idea has legs. How do you know if it’s worth investing time, and money, into someone’s idea and what can the biggest companies do to encourage and motivate their employees to think big.
4. Unleash Your Creative Genius In Fifteen Minutes
Innovation is now firmly on the agenda for businesses worldwide. According to Creative Change Agent James Bannerman, there’s no such thing as a lost cause when it comes to unleashing creativity. It’s simply a matter of re-educating ourselves and learning some tips and tricks to unlock our creative potential.
5. Trump & Trade: Hope For The Best & Plan For The Worst
Dr Linda Yueh, a renowned economist, broadcaster and Adjunct Professor of Economics for London Business School, discusses how supply managers can prepare for the major shifts in globalisation, trade and protectionism under Trump. With any luck the potential impacts on our global supply chains are over-exaggerated!
Listen to Linda’s’ podcast here or read more here.
Futurist Anders Sorman-Nilsson warns that unless we act now, there’s a good chance we’ll find ourselves unemployed by 2030.
Sorman-Nilsson spoke with Philip Ideson as part of Procurious’ Even Bigger Ideas, a 5-part podcast series sponsored by State of Flux. You can access the series exclusively on Procurious.
Futurist Anders Sorman-Nilsson wants procurement professionals to ask themselves two crucial questions.
Firstly, think about your future career, your employability, or your entrepreneurial plans for the future. Given the kind of work you’re doing today, can a computer, an algorithm or artificial intelligence do it faster, cheaper, and more efficiently in the future?
Imagine jumping into a time machine and travelling to 2030. You step out of the machine, expecting to find yourself further up the career ladder, successful and wealthy. Instead, you discover yourself lying on the couch, watching daytime television, and no longer employable. What happened?
Roll up your sleeves and conduct a pre-mortem
Business are familiar with conducting post-mortems, particularly after a project or initiative has failed. Sorman-Nilsson advocates for “pre-mortems” instead: “Imagine that in 2030, your personal employment brand is now defunct. You’re no longer employable. What were the trends that you missed? What were the signals you chose to ignore? And what were the education investment decisions that you chose to delay that led to your personal brand’s demise?”
“Finally, ask yourself what change will you make today to prevent that outcome from happening?”
Job-stealing robots are already here
The AI disruption is happening already. Self-driving cars are a reality, machines have automated a lot of blue-collar work and AI is already impacting white-collar work. “In Japan recently, 34 humans in complex insurance claims processing were made redundant in favour of an insurance firms’ investment in IBM Watson to do those claims instead. We’re really just scratching the surface of what’s possible with artificial intelligence and computing power.”
Four actions to take today to save your career in the future
Examine your skill set and focus on where you, as a human being, might still have some kind of competitive advantage over a robot. Where can your emotional intelligence (EI) compete with, or complement, artificial intelligence (AI)? In a world where everything that can be digitised eventually will become digitised, what are the fundamental human skills that you add to a profession that’s largely about numbers?
Learn to speak digital: “You don’t need to speak Java or know the intimate details of cloud computing and data science, but you need to be comfortable in speaking digital. Digital really is the global language of business for the future.”
Embrace the gig economy: As corporates start opting for robots instead of humans, it’s time to take matters into your own hands and offer your personal brand through increasing entrepreneurship.
Invest in your education: “While we’re already experiencing fundamental shifts, we do have some time to prepare ourselves, but this means we need to really invest in our own learning, and our own agility in the way we position our skills. Aim to invest in at least one new skill every year.”
Anders Sorman-Nilsson is the founder of Thinque – a strategy think tank that helps executives and leaders convert these disruptive questions into proactive, future strategies. His latest book is titled Digilogue: How to win the digital minds and analogue hearts of tomorrow’s customer.
According to Creative Change Agent James Bannerman, there’s no such thing as a lost cause when it comes to unharnessing creativity.
Bannerman spoke with Philip Ideson as part of Procurious Even Bigger Ideas, a 5-part podcast series sponsored by State of Flux. You can access the series exclusively on Procurious.
The stifling of creativity is a slow but inexorable process. Evidence suggests that humans are incredibly creative as children. By the time we reach adulthood, however, we have often lost the ability to connect with our innate creativity due to a combination of upbringing, education, fear of criticism, the need for conformity and the boundaries of the corporate environment.
The good news is that innovation is now firmly on the agenda for businesses worldwide. Managers are pushing their teams to be more creative which, for some individuals, can be quite daunting, especially when you believe you’re simply “not a creative type”.
According to Bannerman, though, everyone has innate creativity. It’s simply a matter of re-educating ourselves and learning some tips and tricks to unlock your creative potential. “Our minds become so full of ‘you can’t do this’ and ‘you can’t do that’, and ‘that won’t work’, and ‘that’s been done before’, that a lot of our innate creativity gets squashed and stifled.”
Here are three tips on unleashing creativity from Bannermann’s interview with Philip Ideson.
Stop labelling yourself
There’s no such thing as a lost cause. Bannerman has worked across multiple sectors, unleashing creativity in teams including Aston Martin, Rolls Royce, and some space agencies. But you don’t have to work in a “creative” profession to be creative. “It doesn’t matter if people are nuclear physicists, or accountants, or if they work in the world of marketing. The point is that creativity can manifest itself in many different ways.”
“I haven’t yet seen a completely lost cause. In fact, some of the best ideas I’ve ever come across have been from the people working in professions where you’d least expect to see creativity. The TV companies and the advertising agencies aren’t always the most innovative and creative because often they’re just regurgitating what they’ve done before. It’s in other groups, like accountants, where people generate ideas that make you think: ‘Wow’.”
Stop trying too hard
“Trying to be creative is like trying to go to sleep. If you’re too busy focusing on going to sleep, you’ll stay awake because there’s all sorts of brainwave activity linked to beta waves that will keep you from falling asleep.”
Bannerman explains that there’s a sweet-spot that allows creativity to flourish. “We tend to be most creative when we’re focused but not over-focused, and relaxed but not too relaxed. You’re more likely to think creatively when you step away from your desk, and do something like go for a run, or go for a drive, or simply look out the window. If you say to yourself ‘I must come up with the best procurement idea ever right now’, chances are that you’ll become stressed and nothing will come to mind. It’s about finding that optimum state.”
Make room to be creative
Bannerman has observed that creativity is often hamstrung by legislation, regulations and an atmosphere unconducive to lateral thinking. “There has to be wriggle room in a team’s dynamic. If people are too afraid of getting things wrong, or if they continually feel that everything has to be 100 per cent perfect straight away, then they’ll fall into a practical mindset. They’ll only do what they know will work, what has been done before, and will endlessly repeat old patterns rather than contemplating new patterns.”
“Any part of an organisation can be creative by looking at how it can improve itself, solve problems and imagine where it wants to be in two to five years’ time. Creativity can manifest itself in many different ways, depending on the context – it could just be about improving processes, systems or structures. It doesn’t have to be about inventing the next iPhone.”
Procurious Even Bigger Ideasis a 5-part podcast series available exclusively toBig Ideas Digital Delegates. Sponsored byState of Flux, this series features interviews with five of the most intriguing power players at this year’s Big Ideas Summit in London.
Dr Linda Yueh, a renowned economist, broadcaster and Adjunct Professor of Economics for London Business School, discusses how supply managers can react to the major shifts in globalisation, trade and protectionism under Trump.
Yueh spoke with Philip Ideson as part of Procurious Even Bigger Ideas, a 5-part podcast series sponsored by State of Flux. You can access the series exclusively on Procurious.
As the world watches President Trump’s next move to discover which of his campaign promises he is likely to deliver on, Dr Linda Yueh hopes that the potential impacts on globalisation are being overexaggerated.
“It’s hard to see how any one country could turn back globalisation, because globalisation isn’t just about trade agreements. National borders have less meaning now than they did in the past. That being said, protectionist sentiment is certainly on the rise.”
Protectionism is costly to trade
Donald Trump successfully tapped into the feeling that globalisation hasn’t benefited lower-income, lower-skilled people as much as those of higher income and higher skills.
“Can this be rectified? If we’re starting a new phase of globalisation, there could be a reluctance to proceed at the pace we’ve had over the past couple of decades. If globalisation is going to work, we all have a responsibility to ensure policies around trade are more equitable so it doesn’t impact on any particular group.”
According to Yueh, the increase in protectionist sentiment around the world is likely to impact the cost of doing global trade. “Business need to be wary around protectionist sentiment being translated into additional customs checks, higher tariffs on exports and imports, or taxes on where a company locates its production.
Practically, protectionism can lead to enormous supply chain disruption. Goods or farm products can get held up at the border – for fresh fruit such as tomatoes, a few days’ delay can be devastating. Protectionism would only lead to higher costs, and ultimately that’s bad for the consumer because the cost will affect them”.
What about China?
Withdrawing from the Trans-Pacific Partnership is consistent with President Trump’s focus on American jobs, American wages, and his Made in America campaign. “Trump made it clear that America First is the overriding economic principle,” says Yueh.
“The TPP was going to link America with Pacific Rim countries and was part of the previous administration’s “Asia Pivot”, designed to increase their influence in Asia. The TPP didn’t include China so it was a way of asserting America’s role in the region. The big question is whether putting America first means withdrawing from international supply chains, leading to an economic impact that may not actually be so good for multi-national American companies.”
Yueh comments that there’s an indication from China that they may be willing to step into a stronger leadership position in the global economy as America withdraws.
“We’ve heard China’s views of globalisation from President Xi Jinping at the World Economic Forum in Davos. I’ve also heard from other Chinese policy-makers at various meetings around the world that China has always been reluctant to take a strong leadership position in the global economy. Their main focus has always been on domestic development.”
“If there’s a void, power will fill it. I think that’s essentially what we’re seeing. I would stress that the Chinese position is to support globalisation, because globalisation has helped its economy. It’s contributed to its remarkable growth, but they’re reluctant leaders – they’re not leaping into this space.”
In Yueh’s opinion, we’re unlikely to see a trade war despite Trump’s posturing on the topic. “I think there’s too much to lose for all counties. In reality, businesses will continue to sell to consumers all around the world. They produce overseas because that gives them a supply chain advantage. Political rhetoric won’t change this”.
How should supply managers react to uncertainty?
Yueh advises that procurement and supply management professionals should:
Plan ahead for supply chain and market access disruption
Follow closely the policies as they appear
Look ahead to how you would reorganise your supply chain and the location of where you would deliver your services, depending on the industry that you’re in.
Plan out scenarios that anticipate increases in cost and work out ways to grow the business taking into account potential disruptions.
“When we see big structural shifts in policy, it can take some time before we understand the impact on businesses. All you can do is to look at your strategy for the years ahead and be alert to policy changes, whether it’s around TPP, NAFTA or the timeline for Brexit, and plan scenarios accordingly. To quote a former British Prime Minister, “You hope for the best and plan for the worst.”
Procurious Even Bigger Ideas is a 5-part podcast series available exclusively to Big Ideas Digital Delegates. Sponsored by State of Flux, this series features interviews with five of the most intriguing power players at this year’s Big Ideas Summit in London.