Having walked down path 1 and path 2 to a successful procurement transformation, let us now complete the journey by discussing few more key points on path 3 – The “Slow Initiative: Death by a Thousand Point”.

(Click here to access first part of path 3 )

• Key stakeholder considerations – the stakeholders will likely have very mixed experiences. Some will be very pleased with the current program and confused as to why a change is needed, while others will be frustrated by the current program and disinclined to a new initiative.
• Critical decision points – in this scenario, the procurement department in all likelihood does not need a major departmental overhaul. Rather, the leadership must surgically strike to identify and eliminate the negative; invest in the worthwhile all while leveraging the positive into the “revitalization” effort. A holistic view across processed and systems will likely result in the move to a single solution suite.
• Typical CPO path – this is a challenging situation for any CPO, particularly those who have tenure and ownership of the original transformation effect. The CPO will effectively choose to go “all-in” with a single solution provider, requiring proper diligence and analysis. The procurement leadership with executive support will also develop and enact a sophisticated communication plan that applauds the program’s many successes, but challenges the organization to do more.