Procurement Executive Transition Program
The Transition Journey
Procurement leaders transitioning into new roles have a unique opportunity to make a strong and impactful first impression. The first period in the role will set the course for the journey ahead.
By participating in our Transition Journey, you will be able to draw on the latest procurement insights, best practices and coaching from experts and experienced professionals to help you develop winning strategies and approaches that will make you as successful as possible in your new leadership role.
Embarking on a CPO journey brings challenges even to the most experienced leaders
Expectations – to position the starting point, being aspirational, yet not overpromising on impact
Needle – to move fast on quick wins and act on identified priorities
Stakeholders – not only make friends, but also set joint aspirations and make demands
Impact – to balance learning with doing, not to only meet people but also deliver impact
Talent – to manage to find the key people in your team to build on from early on
Organization – to build conviction across the organization on “how it will be different this time”
Successful executive transitions requires an action oriented approach
“I realized that people, mindsets and capabilities are more important than codifying clear processes. I will use this learning by focusing on capability assessment, the learning journey and change management”
- CPO of a luxury brand
“We were too slow to identify where we had skills gaps and needed to hire from the outside”
- CPO of a consumer goods company
“I learned a lot from stakeholders. All these conversations were new for the stakeholders. They weren’t used to procurement saying “tell me what I can do for you, tell me what you think”
- CPO of a financial-services company
Understand organization
Create Impact
Engage stakeholders
Drive personal growth
Deliverables
Click each dimension to learn more
Develop a baseline understanding of the organization’s strengths, weaknesses and value creation opportunities
Focus on impact, make their mark on the organization and demonstrate its potential to add more value to the business as a whole
Proactively engage with internal business stakeholders, external stakeholders and partners to understand their needs and priorities
Build an individual capability building plan to develop technical capabilities and softer skills
Deliver quick wins and top priorities, mobilize team to drive change and set procurement strategy and vision
Best practices of successful Procurement transitions
Think like an outsider
Your sense of urgency in first year will set the tone and momentum for your tenure
Focus on performance AND health
Have a view on the critical 3-5 shifts in ways of working that will unlock performance
#1 regret is not moving fast enough on people
Having right people in right roles is key to getting yourself leverage
You are a Chief role model, whether intentional or not
Be deliberate about the kind of leader you will be in this role
ONGOING PERSPECTIVES
Perspective 1
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Perspective 2
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Perspective 3
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Perspective 4
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Perspective 5
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THOUGHT LEADERSHIP
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