Successful project management really depends on who you are as a person and how you interact with your team. It's not a trick or an easy process, following a few basic steps. It's about learning about yourself and your team members, understanding the impact you have on others and how others perceive you.
The labor market is changing rapidly. More and more experienced professionals leave the traditional consulting firms to start their own boutique firm or work as an independent advisor. The rigid structure, the stressful work-life balance and the limited possibilities to really drive their own career are some of the reasons why the good ones leave after just a couple of years.
In my recent discussions with 25 CPOs from leading international organisations, almost every individual Procurement executive called the 'digital revolution' a hype. They do not see it as the next revolution in business, but rather as an evolution of existing technology. Technology has been changing the role and responsibilities of Procurement for decades, and will continue to do so.
This article gives you 7 simple questions that could help you determine whether you can start running or maybe should wait a little longer and get your house in order.
This article has also been published in the Dutch Procurement Magazine Deal!
We regularly write blogs about the Procurement profession, project management, intercultural collaboration, people development and other topics that we find interesting.
If you work as independent advisor, for a boutique consulting firm, or for a large consulting firm, your environment can be quite a challenge. Especially when you've been working in industry for many years and just made the transition to consulting.
You might be thinking "isn't the most important role in Procurement the Chief Procurement Officer (CPO)?" No, not exactly. In most organisations the Chief Financial Officer or CFO is the key decision maker if it comes to Procurement. It is the person the CPO reports to and the one who decides on priorities, key initiatives and investments in Procurement.
By now you've probably heard the term 'Agile Procurement'. It's mainly used to describe the flexibility of Procurement organisations when it comes to uncertainties in the supplier market. It’s focused on limiting potential risk and responding to trends and developments. So what’s wrong with this definition? Well, to be honest, a lot.
An effective Procurement organisation is able to leverage supply base capabilities to drive tangible value for its business stakeholders and customers. Although the added value will differ per industry and organisation, the key building blocks of a Procurement function are often the same. We therefore have developed a simple, though effective holistic model to frame the world of Procurement.