On to Pasture New!
After 30 years in the rather arcane specialism of procurement transformation and
change management, I decided it was definitely time to move on to some newer pastures,
even though I’m intending to maintain an advisory link with Future Purchasing in
the years ahead.
Whether the next phase of my life is about retirement or not will probably be in
the lap of the gods. However, all of the Viewpoint readers who know me well won’t
be at all surprised to hear that I’m already pursuing my long-time interest in horse
racing and indeed have set up a collaborative venture,
Owners for Owners, to do that.
Three decades are a long time to spend in any subject area. Without any doubt, when
I left university and started thinking about a career I could never have envisaged
my deep involvement with procurement. Having studied organisational and social psychology
I naturally found myself in the world of human resources – or rather “the labour
office”, as it was then termed in the automotive industry. Rose-tinted spectacles
from being a Woodstock generation hippie student at Cambridge were soon shattered
as I found myself up against the scarily anarchic trade union shop stewards of the
time, most notably represented by Red Robbo. Little did I know that this was going
to stand me in very good stead when dealing with the procurement community.
I wouldn’t dare suggest that many buyers at the time were equally inflexible, narrowly
focused on a very limited range of goals and totally unable to perceive the broader
need of building value in business. But actually on reflection I probably did perceive
procurement in that way. And, alas, maybe a few still are. However, very significant
strides have been made in recent years and I’d like to feel that the organisations
I have been closely connected with have benefited from the innovations in business
strategies, operating models, processes, tools and techniques that I have championed
over the years
When I first came into consultancy I felt that I needed to kick on and benefit from
the innovations that were being made. I thought that radical change would take place
inside a decade. Well, thirty years on, I now realise how long it takes for innovative
practice to diffuse across organisations and sectors. I suspect there will be a similar
reaction in another thirty years’ time. So on stepping down from the chairmanship
of FP, I’d like to encourage everyone in the field to pursue procurement transformation
with the same vigour, passion and good humour that I’ve tried to bring to the subject.
Certainly I know that my colleagues in FP will most definitely be doing that and
I wish them and their clients all the very best fortunes in the years ahead.
Category Management Survey: Part 4 LEAD
The 2012-13 Category Management survey provides detailed insight into the best practices
that separate Category Management Leaders from Followers
The report follows the FP Category Management Building Blocks. In Part 4 we focus
: how the most successful organisations set up their governance and operating model
to embed Category Management and to ensure sustainable, long term benefits.
These findings and recommendations cover:
• What is
and why is it important?
• Are Category Management roles and responsibilities for
Procurement and stakeholders clear and unambiguous?
• Is Category Management aligned and connected to your
organisation's broader goals?
• What is the level of stakeholder support for Category
• How to accelerate Category Management capability with
Explore the Knowledge Hub
By using the links below you have FREE access to our 100+ articles, guides and research
without the need for registration.
Or visit the Knowledge Hub Main Menu