Commitment Matters

According to LinkedIn, there are some 8 million people with Contract Manager as their job title. I don’t know how all 8 million feel, but many that I speak with complain that people don’t really understand what they do, or fully appreciate its value.

McKinsey’s Global Institute is just the latest in a long stream of consultancy firms to publish research on the future of work. Like many others, it calls upon senior management to set up “systems and programs to help the tens of millions of people who may need to switch jobs or even occupations” as a result of automation. I am sure McKinsey will be delighted to assist such initiatives - for a substantial fee.

“An organisational tendency to cultivate complexity.”

“Innovation was for the first time cited as a top-3 driver for more strategic and collaborative supplier management”, according to research by SRM consultants State of Flux. That observation is borne out by other studies and by the anecdotal evidence from executive statements and annual reports.

A recent report from CAPS Research states that 70% of companies are experiencing a supply management talent shortage. Almost 40% say that recruiting in this field is more challenging than for any other function.

Contract performance can be undermined by strange and unpredictable factors. Such is proving to be the case in the A$50bn project to build a new fleet of submarines for the Australian Navy.

When we use or compete for power, how often do we reflect on the impact this has on individuals?

On average, the cycle time to conclude many contracts is increasing. This is counter to business needs and strategies. So what can you do about it? Here are three easy steps - at least easy to explain, but often harder to get through the innate resistance to change that’s endemic to so many organizations.

Read most corporate strategies and words like ‘speed’, ‘accelerate’ and ‘velocity’ jump from the page. Boards and executives understand the importance of rapid change, the ability to be adaptive to unpredictable events and market conditions.

The Blavatnik School of Government at Oxford University recently released a report containing its 2019 assessment of International Civil Service Effectiveness. Within this, it included a series of specific assessments, one relating to public procurement.

Contract Management status: it’s in your own hands

The Future of Work: Is There a Real Issue?

Getting to grips with complexity

You want supplier innovation? Then demonstrate it matters

Talent: what’s the answer?

Contracts and ‘a free lunch’

Power, politics and the individual

Three easy steps to reduce contract cycle time

Despite technology, contract cycle times are lengthening

Ranking (and reforming) Public Procurement: a complex task

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Commitment Matters

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