Anyone who is trying to make changes will be met with a variety of reactions and responses. This will happen regardless of how important the change is to your Job, your Department, your Function or your Company.
Certainly there will be people who will happily, and openly, be willing to support you and help in any way they can. While this is critical, it is more important to understand that there are those who will aggressively oppose you. They may put obstacles in your way or they will be passive aggressive in their lack of support.
There may be many good reasons that you will be faced with this kind of opposition. However it is incumbent upon you, as the leader, to take all necessary steps to address these issues head on. One technique that can help you and your Company is to solicit and acquire visible and active Executive Sponsorship!
Continue reading “Executive Sponsorship … A High Powered Enabler For Changing The Game!”
“I’d like you to join our company. One of the Projects you will lead is our ‘Productivity Initiative’. We need to transform all of our business processes and culture and improve our efficiencies everywhere.”
Wow! What a great challenge and opportunity to make a difference. But calling it the “Productivity Initiative”? That was as inspiring as watching paint dry or grass grow.
“I’ll do it! But we need to give this Project a NAME. A NAME that will inspire people, motivate people, and capture the essence of the change and cultural transformation that we are looking for. And this can’t be an ‘Initiative” … it has to be an ‘Imperative’ … this is not optional … we have to transform the business and we need everyone to rally around our cause! Continue reading “Naming Your Project Will Rally Everyone To Your Cause!”
The theory is simple! If you can increase spend levels through centralized spend aggregation across entities then you increase your leverage in negotiations. This leverage should translate to lower costs and better terms and conditions.
These entities may be different departments or facilities within your own company. They may be different companies under common ownership. They may be disparate companies within an industry. Or they may be unrelated companies spanning many industries.
The benefits seem clear. So why is there so much resistance when it comes to trying to aggregate spend across these entities?
Continue reading “Procurement (Part 1) – The Spend Aggregation Obstacle Course!”