The ever changing business environment is placing greater demands upon businesses and requires today’s procurement professionals to develop the skills to maintain alignment with the
The flipped model puts more of the responsibility for learning on the shoulders of participants while giving them greater impetus to experiment with different application approaches.
The best procurement organizations understand that capability is not just the byproduct of individual skill-building, but a critical organizational capacity.
Category Management can have a positive impact across all areas of the business whether measured by profitability, cash management or balance sheet ratios, reducing cost or supporting growth, category management can deliver appropriate strategies whatever the business cycle.
Successful CPO’s excel at building bench strength and succession management to spot the high potentials, identify strengths and weaknesses and put in place development programs to address the capability gaps. This is critical for sustainable success.
Our model provides CPO’s & HR leaders with a systemized methodology to develop a collection of questions, collect the results and analyze the current state of data, processes, incentives, knowledge, capacity, and motives, to generate conversation of how to implement effective behavior change in their organization.
The challenges that hold back most procurement teams in the workplace tend to relate to their ‘human traits’. Issues such as mindsets, behaviors, and organizational dynamics are key factors which can impact upon their relationships with stakeholders.
Many procurement functions are finding lasting success elusive because they fall into the trap of relying entirely on technical tools like spend analytics, SRM and so on. They forget transformation does not happen simply by providing the “ingredients”, it’s always the people that are the key factor in creating procurement success.
Despite the evident advantages, one of the challenges that e-learning faces is that of low utilization and completion rates, or is this just a metric a red herring, does it really tell us anything?
At a time when change is faster than ever a key advantage of e-learning is that it has faster delivery cycle (velocity) times than traditional