Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Sourcing Governance and Leadership

4,039 views

Published on

This is my presentation for the IAOP (International Association of Outsourcing Professionals) Masterclass Sourcing about leadership, governance en new ways of sourcing

Published in: Business
  • Be the first to comment

Sourcing Governance and Leadership

  1. 1. Sourcing without proper Leadership and Governance, is like sailing the Volvo Ocean Race without a proper crew
  2. 2. Who is Frank Willems? Practice Lead Governance and Leadership Quint Wellington Redwood and Professor at Hanze University of Applied Sciences Groningen, Innovator in leadership and (social)sourcing, TEDx speaker, Co-founder of Civil Village Council Werkhoven, Responsible for Master Leadership @Hanze and @TIAS, PhD researcher at Groningen University, Regattasailor, Former Managing partner Twynstra Gudde 2 897
  3. 3. Volvo Ocean Race and Olympic sailing: some leadership lessons 3
  4. 4. 4
  5. 5. 5
  6. 6. 6
  7. 7. We learn a lot from high performance teams… In our Innosport researchproject of Hanze University, Groningen University, Team Heiner, we support the Dutch Olympic Sailing Team and Top Sailing teams to find out what the drives, leadership and selfmanagement aspects of high performance teams are
  8. 8. 8
  9. 9. 9
  10. 10. Team led by manager Self-managing team Self-organising team Self governing team Common Goal and strategy Commitment Complementairy tasks and roles Clear communication Constructive conflict Cohesion Credible coaching Dominant Spiral Dynamics color At our research project we have found out how selfmanagement is working and how the ‘True North for these self-organising teams really works. This is our model Source: 7 C’s of Championship Team Building, Jeff Janssen en Leaders Guide to Radical Management, Stephen Denning
  11. 11. Governance principles 11
  12. 12. Governance is about leveraging the full potential of internal and external suppliers Governance* ensures that the Business receives the right Innovation and Service Delivery as agreed (on time, at agreed quality and at the right price) by leveraging the full potential of internal and external suppliers. The Quint Governance Services result in:  A Governance Organization that guarantees that the required Innovation and Services are delivered to the Business in conformance with agreements.  With a focus on achievement of the Sourcing Business Case.  That can be implemented either in a Managed or Co-Sourced way.  And will be contracted in a Performance-based Scheme.  Guided by our Best Practices we focus on Implementation.  Our involvement will make sure that the Governance Organization will be staffed with the right employees with the necessary competencies. *Also: Sourcing Governance, IT Governance or Demand Supply Governance 12
  13. 13. … the Quint Governance Framework will be used as guiding principal for implementation … Demand Supply Demand Integration Supply Integration Internal Service Provider External Service Provider External Service Provider External Service Provider Business Unit Business Unit Business Unit Business Unit Business Provider Technology Innovation ICT Architecture Detailed Design Development Testing Service Improvement Service Delivery Business Plan Business Programme Business Requirements Change Request Service Demand Service Request Strategy, Organize & Control Risk, Security & Compliance Architecture Project & Service Straties & Policies Sourcing policy Portfolio IT Plan Demand Supply Projects Impact Changes Change Control Regular Services Financial policy Business Case Procurement Requirements Project Control Provider Service Catalogue Release Client Solution Catalogue Solution Fulfilment Service Control Service Performance Customer Service Contract Performance Deployment 13
  14. 14. … with an eye for staged implementation. Business Demand Strategy & Control Change Demand Run Supply Service delivery Stage 2: Supply focus • Formal Supply control (contract, procurement, cost, performance) is implemented; • If any, major changes are being managed (technology push). Business Demand Strategy & Control Change Demand Run Supply Service delivery Stage 1: Outsourcing focus • Strategic drivers to outsource for the first time; • Operational tendency to step in; • No formal supply management. Business Demand Strategy & Control Change Demand Run Supply Business Demand Service delivery Strategy & Control Change Demand Run Supply Service delivery Stage 4: Innovation focus • Strategic alignment of infrastructural services to achieve business goals; • Supplier is fully involved to apply ICT innovations. Stage 3: Demand focus • Demand management (operational and tactical) is implemented; • Demand and Supply are managed E2E; • Flexibility and cost benefits obtained from outsourcing. 14
  15. 15. You need an integrated approach to implement Governance The Process Approach The right processes, kpi’s and tooling The Sociological Approach the right people with the right skills The Leadership Approach the right positioning and the right mandate The Agile Approach the right stages in growth in maturity and focus The Outcome Approach the right results at the right price 15
  16. 16. … with focus on Performance, Processes and People … Assess Design Perform Secure People Performance Process Analysis of available competencies Analysis of present and required performance of the DSO and services Process analysis Design job roles including tasks and behavioural competencies Design a set of KPI’s and a method of measurement Design of service flows and supporting focus areas Train and educate employees Allocation of KPI’s to people, processes and services Practice and implement service flows and supporting processes Monitor and improve DSO workforce effectiveness Manage (improvement of) performance Ensure evaluation and improvement of processes Results Business revenues Innovations Enabling Business Strategy Fit for purpose (IT) landscape Successful projects Mitigated risks Workforce effectiveness Time to market changes Aligned service portfolio Operational cost Compliance Time to market requests Continuity of Services 16
  17. 17. Designing the Governance Organization based on available templates … Sourcing Governance Processes Delivery Flows Governance Processes SGO & Integrator Roles Roles & Competences Sourcing Governance Policies Introduction Objectives & Scope What is Sourcing Governance 1 Meeting Structures 2 3 4 5 7 8 RACI (global) 6 Gap Analysis 9 Implementation approach 10 Sourcing Governance Organization Sizing 11 17
  18. 18. Standard Divers Scope of services (supply) High Low Complex Archetype 18
  19. 19. DSO Type DSO actively participates in CHANGE processes, governs RUN and has no participation in RUN delivery processes 19
  20. 20. Service Integration 20
  21. 21. The sourcing solutions plotted on Kraljic Sourcing 4.0 Sourcing 2.0 Crowd sourcing Co-creation Leverage Strategic Business Proces Outsourcing Backoffice outsourcing Business development Shared Service Centers DataCenter Facilities outsourcing outsourcing Tribes Sourcing 3.0 Routine Bottleneck Outsourcing workplace mgt Workinnovation Operations outsourcing Sourcing 1.0 Sourcing 2.0 Purchasing Risk Is it a standard or a specialized product? What is the extent to which the product / service adds value for the business Less added value Large added value Standard Specialized Source Kraljic model: Purchasing must become Supplier Management, Peter Kraljic, Harvard Business Review, October 1983
  22. 22. You have to deal with all sourcing solutions Outsourcing Shared Services Collaboration Directing with focus on standardisation Directing with focus on collaboration and specialism Purchasing Risk Is it a standard or a specialized product? What is the extent to which the product / service adds value for the business Less added value Large added value Standard Specialized Operational Excellence Product Leadership Customer intimacy
  23. 23. Leadership and change management 23
  24. 24. New leadership results in faster impact 2 4 Impact Energy and time 2 3 4 Development line with co-creation and Leadership principles of Lean and TheoryU Source: TheoryU and Market research Master Leadership Hanze University
  25. 25. Theory U as ‘toolkit’ for leaders Open Mind Open Heart Open Will LISTENING 2: from outside disconfirming [new] data Downloading habits of judgment reconfirming old opinions & judgments Factual listening noticing differences LISTENING 3: from within seeing through another person‘s eyes emotional connection Empathic listening LISTENING 1: from habits LISTENING 4: from Source connecting to an emerging future whole; shift in identity and self Generative listening (from the future wanting to emerge)
  26. 26. Golden Circle (Sinek ) Human Needs (Assink) Drives and Spiral Dynamics (Graves, Beck, Cowan) TheoryU level (Scharmer) TheoryU leadership skill Why Spiritual Turquoise; Holistic, spiritual view on work 7 Performing Act in conjunction with the entire new system Yellow; Integrative, systematic, innovative, co-creation 6 Prototyping New way of acting by connected heads, hearth and hands Green; Egalitation/Communit arian, care about each other 5 Let arise ‘Open Will’ Connected with the future that can be designe touched How Mental Orange; Oriëntation on result and being successfull, seeing opportunities Connect with the source, Presencing Generative listening, collective connected Emotional Blue; Purposeful, Authoritartan, doing the job right, planning and procedures 3 In contact with the system ‘Open heart’ Empathically listening, release and connect Red; decisive, fun in collaboration from a marterial perspective 2 Seeing with fresh eyes ‘Open Mind’ Factual listening, seeing the difference What Fysical Purple; Informal leadership, rituals Beige: Survival 1 Listening from habits Downloading from old patterns 4
  27. 27. New view on leadership 1. Commit to selfdevelopment, head for the ‘True North’ and be yourself aware about the different change colours, social networks and social capital 2. Coach and develop other people 3. Support and faclitate daily improvements (Kaizen’s) 4. Develop a collaborative vision and check the goals and commitment horizontal and vertical The ‘True North’: • Challenge yourself and your collegues and think together with them about the next challenge • Kaizen mind (every day a step better) • Go and see (Gemba Walks) • Teamwork before everything • Respect for people Source: The Toyota Way to Lean Leadership, Jeffrey Liker
  28. 28. …Each sourcing stage needs a different perspective Team led by manager Self-managing team Self-organising team Self governing team Common Goal and strategy Commitment Complementairy tasks and roles Clear communication Constructive conflict Cohesion Credible coaching Dominant Spiral Dynamics color Sourcing 1.0 Sourcing 2.0 Sourcing 4.0 Sourcing 3.0
  29. 29. You got to keep on in setting-up Demand Supply Governance 29
  30. 30. … with an eye for different stadia to manage the sourcing initiatives… 30
  31. 31. 31 Questions ?

×