from fragile to agile: insights for success€¦ · from fragile to agile: insights for success...
TRANSCRIPT
From Fragile to Agile: Insights for Success
Driving an agile procurement and commercial business beyond using agile methodology
Rob Halsall, Westpac NZ CPO and Managing Director, The Executive Athlete
Relevance
• What is your current relevance?
• What is the business perception
of your relevance?
• Can you create new relevance?
• Do you have a differentiator?
• What are the 3 things you can
do to turn apathy to empathy?
(The Executive Athlete 2017)
Agility
Improving procurement’s business
agility saw a 53% increase in
perceived importance, as did
supporting enterprise digital
transformation objectives.
(Hackett Group 2017)
LeadershipRoselinde Torres (Leadership Expert, BCG, 2013) What makes
great leaders - 3 questions that define and evidence
leadership in the 21st Century.
1. Where are you looking to anticipate change?
2. What is the diversity measure of your network?
3. Are you courageous enough to abandon the past?
84%surveyed thought digital
transformation offers step
change performance
improvement for
procurement function and
service delivery over next
3-5 years.
(Hackett Group 2017)
Digitisation of ProcurementIf Digital Business is a transformation of the ‘sell’ side of an Enterprise then it
stands to reason that a similar transformation must take place in the ‘buy’ side.
After all, your Enterprises buy is another Enterprise’s sell. (iValua Survey 2015)
Internet of Things, Cognitive Systems, Robotics, Simple Task Automation - how
does Procurement embrace as an enabler? Is it a threat that Sourcing, Category
and other quantitative analysis could be completed via cognitive systems? ….or is it
a positive that Procurement could have the opportunity to demonstrate it’s
thought leadership, holistic approach and relationship skills to have a real seat at
the table and influence business strategy? (The Executive Athlete 2017)
In an age where capital is
superabundant, your most precious
assets are your organisation's
'Time', Talent & Energy‘.
Identify causes of organisational
drag—institutional factors that
slow things down, decrease output,
and drain people's energy.
(Bain 2017)
+50% believe they are not
ready for where we are
going in 2017 and
beyond.
(Hackett Group 2017)Business
Lorem Ipsum is
simply dummy text
Excellence• You can’t cost cut your way to
greatness. It’s a death spiral.
• Test fast, fail fast, adjust fast.
• Build a curious organisation.
• Improve or Re-imagine?
People
• Profit is a derivative concept.
It all comes from people.
• Successful companies treat
customers like guests and
employees like people.
(Tom Peters, Various)
From Fragile to Agile: Insights for Success
Driving an agile procurement and commercial business beyond using agile methodology
Defn: Agility - ability to move quickly and easily………ability to think and understand quickly………….
©
People (Who)
• What is your people plan?
• Talent attraction / retention
• 4 E’s
• Diversity & EQ (People Skills)
Product (What)• What products / Services are you providing?
• Do your internal business partners understand them?
• What do you own Vs manage?
Process (How)
• What are your core processes? How many? How effective / efficient is
your service delivery?
• Do your business partners understand them?
• What is your approach to process excellence?
Platform• What is your Procurement Digital strategy?
• S2C / P2P /
• Data & Information Management
• Document management
• Simple task automation
Pace
• Program Management & Governance
• Operating cadence
• Change Management
• Communications
Partners• What is your approach to partner management?
(SPM/SRM/CRM)
• Do you actively co-create innovation?
• Internal business partners (Clients)
• External business partners (Suppliers)
• BPO Partners
• Network Partners
Purpose (Why)
• Value proposition
• Benefits, Risk Mitigation, Revenue, Cost Management, Social Value
Progress• VoC / VoS – Frequency?
• Value delivered measure?
• Have you measured your model maturity?
Eight Core DimensionsHave you built agility into your operating model?
©