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

1. Sourcing without proper Leadership and
Governance, is like sailing the Volvo Ocean Race
without a proper crew

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. Volvo Ocean Race and Olympic sailing: some leadership
lessons
3

4. 4

5. 5

6. 6

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

9. 9

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. Governance principles
11

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. … 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. … 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. 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. … 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. 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. Standard Divers
Scope of services (supply)
High
Low
Complex
Archetype
18

19. DSO Type
DSO actively participates in
CHANGE processes, governs
RUN and has no
participation in RUN
delivery processes
19

20. Service Integration
20

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. 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. Leadership and change management
23

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. 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. 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. 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. …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. You got to keep on in setting-up Demand Supply Governance
29

30. … with an eye for different stadia to manage the
sourcing initiatives…
30

31. 31
Questions ?