The document discusses how LendingTree's procurement department embraced innovation and disruption to transform. When Michael Leiken first joined as Senior Director of Spend Management, the department had no processes or policies in place. Over time, as the company grew through acquisitions, the need for change became clear. Leiken helped establish new tools, policies, and processes to bring efficiency and visibility to contracting. This included implementing a source-to-contract system. While change faced challenges, including shifting requirements and stakeholder preferences, collaboration and customer feedback helped drive successful transformation. Looking ahead, further disruption and value-add are planned to continue evolving the procurement function.
Guiding the Product: One Single Source of Truth for SourcingScout RFP
High adoption. Rapid time-to-value. Enjoyable experience. That’s the Scout way -- and this empowers Sourcing teams, business stakeholders, and suppliers to transform the way they work together. Scout’s co-founders will take the stage to unveil new innovations for customers and define what this means for the future of Sourcing and Procurement.
The Future of Procurement Technology with Hugo Evans of A.T. KearneyScout RFP
Successful procurement technology has one job, a north star: to provide a robust yet easy-to- use system for transforming needed goods and services into value for a company so that it can excel at its own business. According to Hugo Evans, Vice President at A.T. Kearney, we are at an inflection point, largely driven by the emergence of more flexible, user-friendly procurement technologies.
Do More with Unified Sourcing and Supplier Engagement Scout RFP
How does “obsessing over the customer” translate to big business value? Before Scout’s inception in 2014, industry conversations exposed an overlooked, yet pivotal, business challenge for Sourcing and Procurement. Fast forward to hundreds of interviews, refined prototypes, many late nights, and over 175 customers later, now we’re onto something big. Join Scout’s co-founders for SPARK’s opening keynote as we take you on this journey to re-define the future of Strategic Sourcing.
Confidence - Talent - Impact: Making of A Procurement LeaderScout RFP
Bay Area procurement leaders share why companies today must be mindful of unspoken perceptions that
can constrain opportunities across the business, both financially and career-wise. Learn how these sourcing
leaders tackle these challenges on a daily basis and share what it takes to lead high-growth procurement organizations. Find out how they manage company goals, talent, team satisfaction, and even misguided assumptions.
Collaborating to Achieve Seamless Source to Pay in 2017Aria McGuinness
Procurement and sourcing continue to evolve into a strategic function within the enterprise and today’s teams oversee everything from supplier sourcing, contract negotiations, supplier relationship management and compliance. Best-in-class teams now drive successful business outcomes by collaborating closely with the lines of business and leveraging transparency to tie projects to business impact. Companies looking to manage more strategic spend quickly realize that effective collaboration is key to more efficient and effective source to pay processes and outcomes.
Attend this webinar to find how your sourcing and procurement teams can leverage new age collaboration to achieve seamless, connected and impactful source to pay processes in 2017.
Learn about:
-Embedding collaboration across source to pay processes and improve performance
-Predicting business impact before project investment to prioritize spend
-Championing quality of spend and supplier-led innovation
-Collaborating across the enterprise and supplier network to really transform the enterprise
A Procurement Leaders Guide to Enabling Agility Tradeshift
As procurement organizations continue to evolve, success will increasingly depend on the ability to reinvent and adapt to rapidly changing and uncertain environments. Having both a stable foundation and a dynamic capability at the same time is critical. The Hackett Group has done extensive research on how world-class procurement organizations enable enterprise agility and drive greater business value—modernizing procurement to not only meet expectations, but surpass them.
Christopher Sawchuk, who leads Hacketts procurement practice will discuss:
-The attributes of agile enterprises and how agility drives success
-Why procurement executives’ priorities are shifting to quality of spend influence and supplier-led innovation
-How to leverage digital networks, master data management and analytics to enable this agility
Guiding the Product: One Single Source of Truth for SourcingScout RFP
High adoption. Rapid time-to-value. Enjoyable experience. That’s the Scout way -- and this empowers Sourcing teams, business stakeholders, and suppliers to transform the way they work together. Scout’s co-founders will take the stage to unveil new innovations for customers and define what this means for the future of Sourcing and Procurement.
Leveraging a Center of Excellence Strategy for Procurement Technology Operati...Scout RFP
Technology additions by themselves rarely pay-off and can be prone to adoption issues, resistance to
change and actually impede the advantages we expect from them. By starting off with a Center of
Excellence (COE) framework from the beginning we can set these initiatives up for success and begin
delivering results immediately.Technology additions by themselves rarely pay-off and can be prone to adoption issues, resistance to
change and actually impede the advantages we expect from them. By starting off with a Center of
Excellence (COE) framework from the beginning we can set these initiatives up for success and begin
delivering results immediately.
Guiding the Product: One Single Source of Truth for SourcingScout RFP
High adoption. Rapid time-to-value. Enjoyable experience. That’s the Scout way -- and this empowers Sourcing teams, business stakeholders, and suppliers to transform the way they work together. Scout’s co-founders will take the stage to unveil new innovations for customers and define what this means for the future of Sourcing and Procurement.
The Future of Procurement Technology with Hugo Evans of A.T. KearneyScout RFP
Successful procurement technology has one job, a north star: to provide a robust yet easy-to- use system for transforming needed goods and services into value for a company so that it can excel at its own business. According to Hugo Evans, Vice President at A.T. Kearney, we are at an inflection point, largely driven by the emergence of more flexible, user-friendly procurement technologies.
Do More with Unified Sourcing and Supplier Engagement Scout RFP
How does “obsessing over the customer” translate to big business value? Before Scout’s inception in 2014, industry conversations exposed an overlooked, yet pivotal, business challenge for Sourcing and Procurement. Fast forward to hundreds of interviews, refined prototypes, many late nights, and over 175 customers later, now we’re onto something big. Join Scout’s co-founders for SPARK’s opening keynote as we take you on this journey to re-define the future of Strategic Sourcing.
Confidence - Talent - Impact: Making of A Procurement LeaderScout RFP
Bay Area procurement leaders share why companies today must be mindful of unspoken perceptions that
can constrain opportunities across the business, both financially and career-wise. Learn how these sourcing
leaders tackle these challenges on a daily basis and share what it takes to lead high-growth procurement organizations. Find out how they manage company goals, talent, team satisfaction, and even misguided assumptions.
Collaborating to Achieve Seamless Source to Pay in 2017Aria McGuinness
Procurement and sourcing continue to evolve into a strategic function within the enterprise and today’s teams oversee everything from supplier sourcing, contract negotiations, supplier relationship management and compliance. Best-in-class teams now drive successful business outcomes by collaborating closely with the lines of business and leveraging transparency to tie projects to business impact. Companies looking to manage more strategic spend quickly realize that effective collaboration is key to more efficient and effective source to pay processes and outcomes.
Attend this webinar to find how your sourcing and procurement teams can leverage new age collaboration to achieve seamless, connected and impactful source to pay processes in 2017.
Learn about:
-Embedding collaboration across source to pay processes and improve performance
-Predicting business impact before project investment to prioritize spend
-Championing quality of spend and supplier-led innovation
-Collaborating across the enterprise and supplier network to really transform the enterprise
A Procurement Leaders Guide to Enabling Agility Tradeshift
As procurement organizations continue to evolve, success will increasingly depend on the ability to reinvent and adapt to rapidly changing and uncertain environments. Having both a stable foundation and a dynamic capability at the same time is critical. The Hackett Group has done extensive research on how world-class procurement organizations enable enterprise agility and drive greater business value—modernizing procurement to not only meet expectations, but surpass them.
Christopher Sawchuk, who leads Hacketts procurement practice will discuss:
-The attributes of agile enterprises and how agility drives success
-Why procurement executives’ priorities are shifting to quality of spend influence and supplier-led innovation
-How to leverage digital networks, master data management and analytics to enable this agility
Guiding the Product: One Single Source of Truth for SourcingScout RFP
High adoption. Rapid time-to-value. Enjoyable experience. That’s the Scout way -- and this empowers Sourcing teams, business stakeholders, and suppliers to transform the way they work together. Scout’s co-founders will take the stage to unveil new innovations for customers and define what this means for the future of Sourcing and Procurement.
Leveraging a Center of Excellence Strategy for Procurement Technology Operati...Scout RFP
Technology additions by themselves rarely pay-off and can be prone to adoption issues, resistance to
change and actually impede the advantages we expect from them. By starting off with a Center of
Excellence (COE) framework from the beginning we can set these initiatives up for success and begin
delivering results immediately.Technology additions by themselves rarely pay-off and can be prone to adoption issues, resistance to
change and actually impede the advantages we expect from them. By starting off with a Center of
Excellence (COE) framework from the beginning we can set these initiatives up for success and begin
delivering results immediately.
Do More with Unified Sourcing and Supplier EngagementScout RFP
How does “obsessing over the customer” translate to big business value? Before Scout’s inception in 2014, industry conversations exposed an overlooked, yet pivotal, business challenge for Sourcing and Procurement. Fast forward to hundreds of interviews, refined prototypes, many late nights, and over 175 customers later, now we’re onto something big. Join Scout’s co-founders for SPARK’s opening keynote as we take you on this journey to re-define the future of Strategic Sourcing.
Stay Agile and Competitive with Supplier DiversityScout RFP
Join this this session and hear from Nimfa Delos Santos, Manager of Travel and Purchasing at Zappos,
Linda Chuan, co-founder of Silicon Valley Sourcing Leaders, and Kathleen Wong, Program Manager, Supplier Corporate Responsibility at Adobe, on how their innovative companies have improved business performance with a
focused approach to supplier diversity.
Keep it Simple and Make it Fun: Change Management Success Stories from Unityw...Scout RFP
The document provides information about change management strategies from LendingTree and Unitywater.
[1] LendingTree outlines the purpose and mission of their Spend Management team to procure goods and services cost-effectively while minimizing risk and maximizing supplier value. [2] Unitywater discusses implementing a new sourcing platform called Scout to modernize their procurement capabilities and processes. [3] Both companies emphasize keeping the implementation of Scout simple, making it fun for stakeholders, and ensuring ongoing communication and value delivery to gain adoption.
The Next Generation of Legal Metrics: How Hewlett-Packard Enterprise Uses Dat...Apttus
Measurement is a modern obsession, but it’s too expensive to collect numbers if you can’t use them to take action. In this session, legal operations leaders from Hewlett-Packard Enterprise will review the history of data collection in the field of corporate law and describe how they moved HPE from measurement to action by establishing a Six-Sigma quality program. You’ll learn how to create quick wins that save money, and gain insight into what’s next in law metrics.
Zero to 100% on Day 1: Getting All Users and Contracts onto an Enterprise Con...Apttus
Companies can transform their business significantly by driving all of their contracts into one centralized system. Avanir Pharmaceuticals started with paper contracts and achieved an ambitious goal of getting all of its users and all of its contracts on Apttus Contract Management on Day 1. Attend this session to hear how this life sciences pioneer drove adoption, what they learned along the way and the results they achieved.
Being Right Starts By Knowing You're WrongData Con LA
Data Con LA 2020
Description
The recent proliferation of predictive analytics within companies is of limited benefit unless these companies learn to measure, understand, and embrace a critical concept: error. There is no such thing as a perfect predictive model and all tools using any sort of predictive model will have error. Despite being relatively easy to implement and understand, consistent error measurement continues to be underutilized or even completely avoided. In this session we will discuss
*Why embracing error is so valuable to companies.
*We will then review basic ways to measure error in commonly used models and in data source systems such as CRMs and ERPs.
*Most importantly, we will review some ways to approach company leadership with the concept of error.
Speaker
Ryan Johnson, GoGuardian, Director of Science and Analytics
The Untapped Power of Dynamic Negotiation: See the World from McKinsey’s Pers...Scout RFP
With decades of experience, often behind the scenes, helping the world’s greatest brands identify, optimize, and execute on sourcing transformation projects, McKinsey & Co are perhaps the world’s experts on sourcing optimization, dynamic negotiation, and unlocking the value of supplier relationships. Join Teresa Liptak, Expert Operational and Digital Procurement, from the McKinsey Procurement Practice and Chetan Ghatge, Associate Principle at McKinsey.
This document summarizes a panel discussion at the Aria Resort and Casino in Las Vegas on June 9, 2014 about strategic options for accounting firms. The panel, moderated by Erik Asgeirsson, President and CEO of CPA.com, discussed whether firms should offer high-end strategic advisory services or high-volume, low-cost accounting. They covered trends driving changes like cloud computing. Panelists Nicole Ksiazek and Steve Chaney shared their models of focusing on niche verticals and technology platforms like Bill.com or Xero. Firms must choose solutions, staffing strategies, and pricing models to stay relevant in this evolving landscape.
In a World of Constant Change is the Organizational Span of the Procurement E...Zycus
The purchasing team is perceived as knowledgeable and competent in their operational role, but may be taken for granted. They are seen as enforcing rules and adding unnecessary steps rather than providing value. Purchasing people are often viewed as "bag men" who don't collaborate. To improve, they can seek training, manage expectations, and partner with business needs while ensuring compliance.
The contentious next level – ASDA's Business Engagement practiceIIBA UK Chapter
This document summarizes a presentation given by Nisha Hate of ASDA's Business Engagement Team. It discusses how the team was formed to address issues with previous project creation and initiation processes. Specifically, projects often lacked proper justification and ownership. The new Business Engagement capability aims to foster collaboration, identify strategic opportunities, and guide projects through governance. It established Business Engagement Managers to lead investigative work, support business stakeholders, and monitor projects. The team also implemented a new two-step project creation process and prioritization grid to select the right projects to address.
[AIIM16] How to Select the Right Partner/Consultant/Agency for Your ECM ProjectAIIM International
The document discusses choosing the right partner for an enterprise content management (ECM) project. It notes that service providers, such as consultants, systems integrators, and digital agencies, can help with various aspects of an ECM project including strategy, design, change management, and implementation. Selecting the right partner requires careful consideration, including checking references from past clients, understanding the partner's project methodology and skills, and being clear on budget and requirements. Interviewing partners in person and ensuring the project team members are who will be working on the project are also important steps to take when selecting a service provider partner.
The demand for BI continues to grow, and while there's no question that analytics brings value, there is often uncertainty about how BI initiatives will deliver bottom-line benefits. Your business case for BI should prove ROI, but this is not always a straightforward process.
Use Sales Data to Develop a Customer-Centric Sales ApproachAnalytics8
This document discusses how companies can leverage sales analytics to improve business performance. It recommends analyzing five key areas: sales pipeline accuracy, sales performance, customer profiles, customer behavior, and sales targeting. Advanced analytical techniques like machine learning can provide deeper insights into customer motivations and traits to better inform sales strategies. Maintaining a data-driven approach that prioritizes ethics can help companies enhance customer segmentation and identify the best prospects to target.
The document discusses strategies for procurement and payables (P2P) success in mid-sized companies. It recommends taking a holistic approach to P2P, defining clear goals and metrics, engaging stakeholders early, prioritizing collaboration with suppliers, gaining executive sponsorship, and developing a comprehensive P2P blueprint. Adopting these strategies can help mid-market companies overcome common P2P challenges and achieve greater efficiency, compliance, and cost savings.
10 Pragmatic Guidelines to Inspire Trust in Your Accounting Firm During COVID...Aggregage
The accounting profession has been moving from transactional to advisory work. Advisory work is based on relationships and an ongoing dialogue. The pandemic has forced many firms into a remote environment. The implicit trust of a face-to-face interaction is gone. So how do you rebuild or reproduce that trust - something that is key to a relationship - in a remote environment? Can it be done? And if so, how do you best execute?
Join Javier Goldin, Managing Partner at the Goldin Group, LLC, for this enlightening discussion on the elements of engendering trust. In this webinar you will learn:
• How important are face to face relationships for an accounting firm?
• What are the important elements of a relationship in a remote environment?
• How to engender trust with prospective client in a remote environment
• How to maintain an environment of trust with ongoing clients
Empired Convergence 2017 - Transforming you customer experienceEmpired
This document discusses transforming customer experience through digital transformation. It notes that while 84% of companies see digital transformation as important, only 3% have fully implemented it. The document then covers researching customer experience, what customer experience entails, developing a customer experience strategy in a digital world. It proposes a four step process: discover through research, ideate new experiences, create prototypes, deliver and evolve experiences. Finally, it notes that exceptional customer experiences can increase company revenues and brand loyalty while poor experiences can be costly.
S21 - PwC - final sent back to presentersHelen Salov
PwC is looking to move beyond transactional supplier relationships and leverage strategic partnerships. They held workshops with potential suppliers to understand their capabilities in facilities management, records management, and other services. While some suppliers focused on costs and strengths, few provided innovative solutions aligned with PwC's goals of improved customer experience and continuous innovation. PwC will implement a new partner model that involves collaborative design and transparent partnership to harness long-term benefits beyond cost savings.
Empired convergence 2017 - Data as your Most Strategic AssetEmpired
The document discusses how Empired helped organizations analyze customer data to better understand customers and tailor communications to drive growth. Empired's solutions allow using data intelligently to improve customer intimacy, retention, and advocacy. The document then discusses how Empired helped Pacific Smiles Group transform their business by implementing a data warehouse solution to gain insights from their large amount of patient data and improve business performance and scalability.
Agile Gurugram 2019 Conference | Design Thinking: an approach for transformationAgileNetwork
The customer wanted to improve their agile maturity and adoption of agile practices across their organization. The consultant used design thinking principles to understand the customer's needs, culture, and challenges. They proposed a working model with Kanban and Scrum practices, value stream mapping, and focus on continuous improvement. Key steps included empathy interviews, defining problems, ideating solutions with the customer, prototyping practices in pilot projects, and establishing standards and metrics for ongoing progress. Initial results showed improved transparency, collaboration, and flow of work, while further improvements were still needed in quality processes and work-life balance. The consultant emphasized understanding the customer, avoiding premature suggestions, and iterating solutions with them.
Agile Gurugram 2016 | Conference | Minding the Mind - Agile in an Offshoring ...AgileNetwork
This document discusses the challenges of implementing Agile methodologies in offshore development environments, where teams are distributed across locations with different time zones and cultures. Key challenges include lack of face-to-face communication, misunderstandings due to cultural and language barriers, and teams not feeling like a cohesive "one team". This can lead to poor productivity, missed deadlines, and delivering solutions that do not provide value. Successful transformations require strong leadership commitment, measuring outcomes differently, and changing organizational structures to promote greater collaboration across distributed teams.
Do More with Unified Sourcing and Supplier EngagementScout RFP
How does “obsessing over the customer” translate to big business value? Before Scout’s inception in 2014, industry conversations exposed an overlooked, yet pivotal, business challenge for Sourcing and Procurement. Fast forward to hundreds of interviews, refined prototypes, many late nights, and over 175 customers later, now we’re onto something big. Join Scout’s co-founders for SPARK’s opening keynote as we take you on this journey to re-define the future of Strategic Sourcing.
Stay Agile and Competitive with Supplier DiversityScout RFP
Join this this session and hear from Nimfa Delos Santos, Manager of Travel and Purchasing at Zappos,
Linda Chuan, co-founder of Silicon Valley Sourcing Leaders, and Kathleen Wong, Program Manager, Supplier Corporate Responsibility at Adobe, on how their innovative companies have improved business performance with a
focused approach to supplier diversity.
Keep it Simple and Make it Fun: Change Management Success Stories from Unityw...Scout RFP
The document provides information about change management strategies from LendingTree and Unitywater.
[1] LendingTree outlines the purpose and mission of their Spend Management team to procure goods and services cost-effectively while minimizing risk and maximizing supplier value. [2] Unitywater discusses implementing a new sourcing platform called Scout to modernize their procurement capabilities and processes. [3] Both companies emphasize keeping the implementation of Scout simple, making it fun for stakeholders, and ensuring ongoing communication and value delivery to gain adoption.
The Next Generation of Legal Metrics: How Hewlett-Packard Enterprise Uses Dat...Apttus
Measurement is a modern obsession, but it’s too expensive to collect numbers if you can’t use them to take action. In this session, legal operations leaders from Hewlett-Packard Enterprise will review the history of data collection in the field of corporate law and describe how they moved HPE from measurement to action by establishing a Six-Sigma quality program. You’ll learn how to create quick wins that save money, and gain insight into what’s next in law metrics.
Zero to 100% on Day 1: Getting All Users and Contracts onto an Enterprise Con...Apttus
Companies can transform their business significantly by driving all of their contracts into one centralized system. Avanir Pharmaceuticals started with paper contracts and achieved an ambitious goal of getting all of its users and all of its contracts on Apttus Contract Management on Day 1. Attend this session to hear how this life sciences pioneer drove adoption, what they learned along the way and the results they achieved.
Being Right Starts By Knowing You're WrongData Con LA
Data Con LA 2020
Description
The recent proliferation of predictive analytics within companies is of limited benefit unless these companies learn to measure, understand, and embrace a critical concept: error. There is no such thing as a perfect predictive model and all tools using any sort of predictive model will have error. Despite being relatively easy to implement and understand, consistent error measurement continues to be underutilized or even completely avoided. In this session we will discuss
*Why embracing error is so valuable to companies.
*We will then review basic ways to measure error in commonly used models and in data source systems such as CRMs and ERPs.
*Most importantly, we will review some ways to approach company leadership with the concept of error.
Speaker
Ryan Johnson, GoGuardian, Director of Science and Analytics
The Untapped Power of Dynamic Negotiation: See the World from McKinsey’s Pers...Scout RFP
With decades of experience, often behind the scenes, helping the world’s greatest brands identify, optimize, and execute on sourcing transformation projects, McKinsey & Co are perhaps the world’s experts on sourcing optimization, dynamic negotiation, and unlocking the value of supplier relationships. Join Teresa Liptak, Expert Operational and Digital Procurement, from the McKinsey Procurement Practice and Chetan Ghatge, Associate Principle at McKinsey.
This document summarizes a panel discussion at the Aria Resort and Casino in Las Vegas on June 9, 2014 about strategic options for accounting firms. The panel, moderated by Erik Asgeirsson, President and CEO of CPA.com, discussed whether firms should offer high-end strategic advisory services or high-volume, low-cost accounting. They covered trends driving changes like cloud computing. Panelists Nicole Ksiazek and Steve Chaney shared their models of focusing on niche verticals and technology platforms like Bill.com or Xero. Firms must choose solutions, staffing strategies, and pricing models to stay relevant in this evolving landscape.
In a World of Constant Change is the Organizational Span of the Procurement E...Zycus
The purchasing team is perceived as knowledgeable and competent in their operational role, but may be taken for granted. They are seen as enforcing rules and adding unnecessary steps rather than providing value. Purchasing people are often viewed as "bag men" who don't collaborate. To improve, they can seek training, manage expectations, and partner with business needs while ensuring compliance.
The contentious next level – ASDA's Business Engagement practiceIIBA UK Chapter
This document summarizes a presentation given by Nisha Hate of ASDA's Business Engagement Team. It discusses how the team was formed to address issues with previous project creation and initiation processes. Specifically, projects often lacked proper justification and ownership. The new Business Engagement capability aims to foster collaboration, identify strategic opportunities, and guide projects through governance. It established Business Engagement Managers to lead investigative work, support business stakeholders, and monitor projects. The team also implemented a new two-step project creation process and prioritization grid to select the right projects to address.
[AIIM16] How to Select the Right Partner/Consultant/Agency for Your ECM ProjectAIIM International
The document discusses choosing the right partner for an enterprise content management (ECM) project. It notes that service providers, such as consultants, systems integrators, and digital agencies, can help with various aspects of an ECM project including strategy, design, change management, and implementation. Selecting the right partner requires careful consideration, including checking references from past clients, understanding the partner's project methodology and skills, and being clear on budget and requirements. Interviewing partners in person and ensuring the project team members are who will be working on the project are also important steps to take when selecting a service provider partner.
The demand for BI continues to grow, and while there's no question that analytics brings value, there is often uncertainty about how BI initiatives will deliver bottom-line benefits. Your business case for BI should prove ROI, but this is not always a straightforward process.
Use Sales Data to Develop a Customer-Centric Sales ApproachAnalytics8
This document discusses how companies can leverage sales analytics to improve business performance. It recommends analyzing five key areas: sales pipeline accuracy, sales performance, customer profiles, customer behavior, and sales targeting. Advanced analytical techniques like machine learning can provide deeper insights into customer motivations and traits to better inform sales strategies. Maintaining a data-driven approach that prioritizes ethics can help companies enhance customer segmentation and identify the best prospects to target.
The document discusses strategies for procurement and payables (P2P) success in mid-sized companies. It recommends taking a holistic approach to P2P, defining clear goals and metrics, engaging stakeholders early, prioritizing collaboration with suppliers, gaining executive sponsorship, and developing a comprehensive P2P blueprint. Adopting these strategies can help mid-market companies overcome common P2P challenges and achieve greater efficiency, compliance, and cost savings.
10 Pragmatic Guidelines to Inspire Trust in Your Accounting Firm During COVID...Aggregage
The accounting profession has been moving from transactional to advisory work. Advisory work is based on relationships and an ongoing dialogue. The pandemic has forced many firms into a remote environment. The implicit trust of a face-to-face interaction is gone. So how do you rebuild or reproduce that trust - something that is key to a relationship - in a remote environment? Can it be done? And if so, how do you best execute?
Join Javier Goldin, Managing Partner at the Goldin Group, LLC, for this enlightening discussion on the elements of engendering trust. In this webinar you will learn:
• How important are face to face relationships for an accounting firm?
• What are the important elements of a relationship in a remote environment?
• How to engender trust with prospective client in a remote environment
• How to maintain an environment of trust with ongoing clients
Empired Convergence 2017 - Transforming you customer experienceEmpired
This document discusses transforming customer experience through digital transformation. It notes that while 84% of companies see digital transformation as important, only 3% have fully implemented it. The document then covers researching customer experience, what customer experience entails, developing a customer experience strategy in a digital world. It proposes a four step process: discover through research, ideate new experiences, create prototypes, deliver and evolve experiences. Finally, it notes that exceptional customer experiences can increase company revenues and brand loyalty while poor experiences can be costly.
S21 - PwC - final sent back to presentersHelen Salov
PwC is looking to move beyond transactional supplier relationships and leverage strategic partnerships. They held workshops with potential suppliers to understand their capabilities in facilities management, records management, and other services. While some suppliers focused on costs and strengths, few provided innovative solutions aligned with PwC's goals of improved customer experience and continuous innovation. PwC will implement a new partner model that involves collaborative design and transparent partnership to harness long-term benefits beyond cost savings.
Empired convergence 2017 - Data as your Most Strategic AssetEmpired
The document discusses how Empired helped organizations analyze customer data to better understand customers and tailor communications to drive growth. Empired's solutions allow using data intelligently to improve customer intimacy, retention, and advocacy. The document then discusses how Empired helped Pacific Smiles Group transform their business by implementing a data warehouse solution to gain insights from their large amount of patient data and improve business performance and scalability.
Agile Gurugram 2019 Conference | Design Thinking: an approach for transformationAgileNetwork
The customer wanted to improve their agile maturity and adoption of agile practices across their organization. The consultant used design thinking principles to understand the customer's needs, culture, and challenges. They proposed a working model with Kanban and Scrum practices, value stream mapping, and focus on continuous improvement. Key steps included empathy interviews, defining problems, ideating solutions with the customer, prototyping practices in pilot projects, and establishing standards and metrics for ongoing progress. Initial results showed improved transparency, collaboration, and flow of work, while further improvements were still needed in quality processes and work-life balance. The consultant emphasized understanding the customer, avoiding premature suggestions, and iterating solutions with them.
Agile Gurugram 2016 | Conference | Minding the Mind - Agile in an Offshoring ...AgileNetwork
This document discusses the challenges of implementing Agile methodologies in offshore development environments, where teams are distributed across locations with different time zones and cultures. Key challenges include lack of face-to-face communication, misunderstandings due to cultural and language barriers, and teams not feeling like a cohesive "one team". This can lead to poor productivity, missed deadlines, and delivering solutions that do not provide value. Successful transformations require strong leadership commitment, measuring outcomes differently, and changing organizational structures to promote greater collaboration across distributed teams.
How to Pitch a Software Development Initiative and Ignite Culture ChangeRed Gate Software
You’ve got a great idea for transforming software development or IT processes in your organization, but you’re not sure how to get buy-in from key stakeholders, or how to change your company culture.
In this session, Microsoft MVP Ike Ellis will draw on his experience as a consultant and leader in software development to give you real-world tips to define, shape, and share your pitch successfully. Whether you are launching a revolutionary new initiative or expanding an existing effort to improve your software development, Ike’s tips will help you create a plan to effect change in your teams.
Agile Gurugram 2016 | Conference | What agile really means ? | KE SiewAgileNetwork
1. The document discusses the differences between traditional and agile approaches to product development. Traditional approaches use defined sequential processes while agile approaches are empirical, incremental, and iterative.
2. It outlines 12 principles of agile development including continuous delivery of working software, welcoming changing requirements, self-organizing cross-functional teams, trusting teams to get the job done, and continuously improving.
3. The document describes how one company transitioned from a traditional to an agile approach, which improved productivity, quality, and morale through new processes, problem solving techniques, tools, leadership, and learning.
The document provides an introduction to the 360 Lean Project Method. It discusses the meeting objectives of reviewing the 360 project method for IT business systems deployment and understanding Moderna's IT business system needs and goal of becoming 100% digital. It then outlines the key aspects of the 360 process including planning, scoping, blueprinting, building, and project tools.
Scope or: How to Manage Projects for Organization SuccessToby Elwin
Organizations rely on projects to remain competitive. Projects are the way organizations deliver and realize their executive strategies. The ability to deliver a project is the ability to compete. Scope kills projects and projects that are not delivered kill organizations.
The document discusses how organizations can achieve excellence through process improvements. It recommends that companies streamline processes to free up resources, reduce costs, and improve efficiency. A 5-step approach is provided: 1) plan information gathering, 2) identify problems, 3) set desired outcomes, 4) map processes, and 5) analyze for improvements. Continuous improvements are emphasized through annual process reviews and a focus on sustainability. The presenters encourage participants to assess their processes and teams to drive effective change.
Beyond the Crystal Ball –The Agile PMO - Heather Fleming and Justin RiservatoAtlassian
Perhaps we've set our project management officers (PMOs) up for failure. Without knowing it, we ask them to predict the future using a one-size-fits-all approach to best practices – and that just doesn't work. There is no magic crystal ball! Learn how an agile PMO can help your organization tackle the right work, at the right time, with the right teams using JIRA.
Lean Kanban India 2018 | A Design Thinking Approach towards Business Agility...LeanKanbanIndia
Session Title:
A Design Thinking Approach towards Business Agility with The Kanban Method
Session Overview:
In this talk, we go through the journey of an organization towards Business Agility. Wikipedia defines Business Agility as the distinct qualities that allow organisations to respond rapidly to changes in the internal and external environment without losing momentum or vision. Adaptability, flexibility and balance are three qualities essential to long-term business agility.
This talk is not about a specific Agile method. We will explain how we took a Design Thinking approach to create a Transformation roadmap that will help the organization move towards Business Agility. We will share a measurement framework that we put in place to help teams continuously evolve.
We will end this session with a quick comparison of this approach versus the STATIK approach and how they complement each other.
Learning objectives
Understand the approach on how to create a Transformation roadmap - what "key" elements to follow
How to continuously Inspect and Adapt?
Define a simple/easy measurement framework to assist in this journey.
TO OMTRTA OR NOT TO OMTRTA, THAT IS THE QUESTIONitSMF Belgium
This document discusses key performance indicators (KPIs), objectives and key results (OKRs), and metrics. It provides definitions and principles for developing effective KPIs and OKRs, including that they should measure customer or user behavior, focus on outcomes rather than outputs, and influence positive behavior. The document also emphasizes keeping metrics simple, agreed upon, and limited in number. Tips are provided such as looking at measures end-to-end and making people feel safe creating their own measures.
Human beings optimize what they measure. If you manage the wrong metric, you will fail to achieve your desired outcome. But It doesn’t have to be this way.
The best skill startup investors have is choosing the right metric. They know that return on investment is years away, therefore they must have the ability to track progress toward the return.
If we can’t measure money and we can’t measure team productivity, what’s left?
In this highly actionable presentation, author and Startup founder Brant Cooper introduced the VALUE STREAM DISCOVERY TOOL, a step-by-step process for determining the right metrics to focus on. You’ll learn how to evaluate how customers behave throughout their journey, what tactics you might use to elicit that behavior, and how to measure their progress.
Additionally, the framework can be used to measure the progress of virtually any internal project, including innovation programs themselves!
Rethinking Empowerment to Create a Dynmanic TeamAndrew Cheung
Our Credo & Beliefs for Team Effectiveness
Empowered Employees & Teams
Types of Decision Making
Setting Decision-Making Boundaries
Clearly Defined Boundaries
Business Agility: Accelerating Business Innovation & TransformationCory Smith
Business Agility focuses on finding holistic
solutions to complex business problems; linking innovation
and transformation to outcomes the business cares about and
creating a rich picture of the problem(s) to be solved,
collaboratively.
HCI Webinar: Changing a Company Culture, One Technological Performance Module...Cornerstone OnDemand
Sometimes the best systems aren’t all in place when it comes to talent management. Processes may need improvement and people likely want more support, but a knowledge gap and lack of experience in change management blocks companies from adopting the finest practices and implementing helpful technology. Success, as seen by leaders, is achieved by doing what works best for the business. Top managers take on the constant task of determining how to make each process more efficient and improve what’s needed to maximize productivity.
Scoping and Estimating WordPress Projects as an AgencyJohn Giaconia
WordCamp Los Angeles 2016. Scoping and Estimating WordPress Projects as an Agency. Presentation video available here: http://wordpress.tv/2016/09/25/john-j-giaconia-and-kara-hansen-scoping-and-estimating-wordpress-projects-as-an-agency/
Scoping and Estimating WordPress Projects as an AgencyKara Hansen
The document provides an overview of how to scope, estimate, and manage WordPress projects as an agency. It discusses the importance of understanding scope through discovery, estimating projects by breaking work into discrete tasks, and managing customer expectations through clear communication and documentation of assumptions. Continuous improvement is emphasized through retrospective reviews of past projects to refine processes.
Similar to Our Procurement Evolution: How We embraced Innovation and Disruption to Transform (20)
SMS API Integration in Saudi Arabia| Best SMS API ServiceYara Milbes
Discover the benefits and implementation of SMS API integration in the UAE and Middle East. This comprehensive guide covers the importance of SMS messaging APIs, the advantages of bulk SMS APIs, and real-world case studies. Learn how CEQUENS, a leader in communication solutions, can help your business enhance customer engagement and streamline operations with innovative CPaaS, reliable SMS APIs, and omnichannel solutions, including WhatsApp Business. Perfect for businesses seeking to optimize their communication strategies in the digital age.
What is Augmented Reality Image Trackingpavan998932
Augmented Reality (AR) Image Tracking is a technology that enables AR applications to recognize and track images in the real world, overlaying digital content onto them. This enhances the user's interaction with their environment by providing additional information and interactive elements directly tied to physical images.
UI5con 2024 - Keynote: Latest News about UI5 and it’s EcosystemPeter Muessig
Learn about the latest innovations in and around OpenUI5/SAPUI5: UI5 Tooling, UI5 linter, UI5 Web Components, Web Components Integration, UI5 2.x, UI5 GenAI.
Recording:
https://www.youtube.com/live/MSdGLG2zLy8?si=INxBHTqkwHhxV5Ta&t=0
Do you want Software for your Business? Visit Deuglo
Deuglo has top Software Developers in India. They are experts in software development and help design and create custom Software solutions.
Deuglo follows seven steps methods for delivering their services to their customers. They called it the Software development life cycle process (SDLC).
Requirement — Collecting the Requirements is the first Phase in the SSLC process.
Feasibility Study — after completing the requirement process they move to the design phase.
Design — in this phase, they start designing the software.
Coding — when designing is completed, the developers start coding for the software.
Testing — in this phase when the coding of the software is done the testing team will start testing.
Installation — after completion of testing, the application opens to the live server and launches!
Maintenance — after completing the software development, customers start using the software.
8 Best Automated Android App Testing Tool and Framework in 2024.pdfkalichargn70th171
Regarding mobile operating systems, two major players dominate our thoughts: Android and iPhone. With Android leading the market, software development companies are focused on delivering apps compatible with this OS. Ensuring an app's functionality across various Android devices, OS versions, and hardware specifications is critical, making Android app testing essential.
UI5con 2024 - Boost Your Development Experience with UI5 Tooling ExtensionsPeter Muessig
The UI5 tooling is the development and build tooling of UI5. It is built in a modular and extensible way so that it can be easily extended by your needs. This session will showcase various tooling extensions which can boost your development experience by far so that you can really work offline, transpile your code in your project to use even newer versions of EcmaScript (than 2022 which is supported right now by the UI5 tooling), consume any npm package of your choice in your project, using different kind of proxies, and even stitching UI5 projects during development together to mimic your target environment.
Measures in SQL (SIGMOD 2024, Santiago, Chile)Julian Hyde
SQL has attained widespread adoption, but Business Intelligence tools still use their own higher level languages based upon a multidimensional paradigm. Composable calculations are what is missing from SQL, and we propose a new kind of column, called a measure, that attaches a calculation to a table. Like regular tables, tables with measures are composable and closed when used in queries.
SQL-with-measures has the power, conciseness and reusability of multidimensional languages but retains SQL semantics. Measure invocations can be expanded in place to simple, clear SQL.
To define the evaluation semantics for measures, we introduce context-sensitive expressions (a way to evaluate multidimensional expressions that is consistent with existing SQL semantics), a concept called evaluation context, and several operations for setting and modifying the evaluation context.
A talk at SIGMOD, June 9–15, 2024, Santiago, Chile
Authors: Julian Hyde (Google) and John Fremlin (Google)
https://doi.org/10.1145/3626246.3653374
Unveiling the Advantages of Agile Software Development.pdfbrainerhub1
Learn about Agile Software Development's advantages. Simplify your workflow to spur quicker innovation. Jump right in! We have also discussed the advantages.
DDS Security Version 1.2 was adopted in 2024. This revision strengthens support for long runnings systems adding new cryptographic algorithms, certificate revocation, and hardness against DoS attacks.
E-Invoicing Implementation: A Step-by-Step Guide for Saudi Arabian CompaniesQuickdice ERP
Explore the seamless transition to e-invoicing with this comprehensive guide tailored for Saudi Arabian businesses. Navigate the process effortlessly with step-by-step instructions designed to streamline implementation and enhance efficiency.
Takashi Kobayashi and Hironori Washizaki, "SWEBOK Guide and Future of SE Education," First International Symposium on the Future of Software Engineering (FUSE), June 3-6, 2024, Okinawa, Japan
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Introducing Crescat - Event Management Software for Venues, Festivals and Eve...Crescat
Crescat is industry-trusted event management software, built by event professionals for event professionals. Founded in 2017, we have three key products tailored for the live event industry.
Crescat Event for concert promoters and event agencies. Crescat Venue for music venues, conference centers, wedding venues, concert halls and more. And Crescat Festival for festivals, conferences and complex events.
With a wide range of popular features such as event scheduling, shift management, volunteer and crew coordination, artist booking and much more, Crescat is designed for customisation and ease-of-use.
Over 125,000 events have been planned in Crescat and with hundreds of customers of all shapes and sizes, from boutique event agencies through to international concert promoters, Crescat is rigged for success. What's more, we highly value feedback from our users and we are constantly improving our software with updates, new features and improvements.
If you plan events, run a venue or produce festivals and you're looking for ways to make your life easier, then we have a solution for you. Try our software for free or schedule a no-obligation demo with one of our product specialists today at crescat.io
9. #scoutspark
The act or process of disrupting
something; a break or interruption in
the normal course or continuation of
an activity or process.”
DISRUPTION
“
10. What’s the real meaning to you
and your company? Ultimately,
it’s what you make of it.
11. Byron Pollitt
Former CFO at Visa
Different isn’t always better,
but better is always different.”
“
12. • No tools, no processes, no policy, no
comprehension of the function
• A culture that empowered employees to take
charge and run with the ball
• Answering the question “so, what is
Procurement anyways?”
The first disruption was hiring me!
Flashback to the Beginning at LendingTree
13. #scoutspark
Flashback to the Beginning at LendingTree
Second 1:1 with my boss (the CFO)…
He requested:
• A report of contracts expiring in the next 12
months (proactive and logical, right?)
• Unfortunately, there wasn’t a way to do it,
which blew his mind.
14. #scoutspark
Flashback to the Beginning at LendingTree
Demonstrating ways “Procurement” could add
value outside of its traditional swim lane.
• Economic incentives
• Project management for new HQ project
• IB deal terms for M&A
• Streamlining new vendor set-up process;
minimizing payment delays and taking work off
Legal’s plate
• Establishing blanket waivers with Legal to remove
them from process for low-risk purchases
• Pushing for (and drafting an initial) PCard policy
15. Procurement needed to adapt
quickly and evolve to effectively
support the business as the
company continued to scale.
16. #scoutspark
The Need for Change…Some Perspective
2016
• 63 completed contracts
• 20 in-process at year-end
• 2 acquisitions (SimpleTuition
and CompareCards)
2017
• 130 completed contracts
• 43 in-process at year-end
• 3 acquisitions
(DepositAccounts,
MagnifyMoney, and SnapCap)
2018
• 400 completed contracts
• 42 in-process at year-end
• 3 acquisitions (Ovation
Credit Service, Student Loan
Hero and QuoteWizard)
18. #scoutspark
The Path to Where We are Now has Changed
2016
• Save LT a ton of $$$
• Save my CFO a ton of time
• Learn the business
• Educate
customers/stakeholders
• Sell the value of procurement
2017
• Grow team to keep up with
demand
• Need to address big picture
goals and advance original
vision
• Reconsider metrics/goals
Late 2017 and 2018
• Spend Analytics
• Source-to-Contract
Starting out as a new hire Proven concept, but
stuck in the weeds
Finally, time to focus on tools
19. #scoutspark
Navigating the Transformation Process
The process for evaluating new tools is not easy:
• Still no formal policy/procedures
• NO WAY we can introduce Purchase
Requisitions (are you kidding me?!)
• Functionality was intended to be limited
• New CFO; different background, perspective,
and initial focus
• Stakeholder considerations
20. #scoutspark
Identifying and Defining Desired End State
Simplifying the process for everyone
Making our day-to-day work more efficient
Resolving common pain points
Increasing visibility and transparency
Getting out of disparate systems for communication
Housing all information in one centralized location
Having a formal approval process, if/when desired
22. #scoutspark
Bad news, however…
• New requirements from AP
• Pausing the initiative to explore options
• Restarting and moving forward
• Yet again, new requirements resurface
• Unexpected supplier influence
• Pausing the process again…
23. What we learned:
Think through how you can better manage stakeholders and hold
them accountable for initial buy-in
Expect that you’ll have to react and adjust to the unexpected
Always remain supportive throughout the painful process
Don’t lose sight of your goals and timeline
24. What we learned:
Know that arriving at compromises takes time
Expect some involved parties to be unhappy
Don’t be afraid of hitting roadblocks and stepping on toes
26. #scoutspark
• Collaboration is also over-hyped…BUT…
• Interview primary customer teams
• Conduct 1:1 meetings with each stakeholder team
• Provide a preview of the tool
• Solicit feedback and LISTEN!
Putting in Work to Set Ourselves up for Success
27. Quality collaboration does not begin
with relationships and trust; it starts
with a focus on individual motivation.”
Carlos Valdes-Dapena
CEO of Corporate Collaboration Resources
“
28. #scoutspark
We partnered with the Scout team to determine optimal approach
for LendingTree
Scout: Customer-Centric Customization
Customized Intake questionnaires
Based on each Project type – we wanted to minimize data entry and total clicks needed to submit a
stakeholder request.
Customized Milestone steps
We wanted the customer to see and understand the standard steps that would need to take place for each
Project type.
Created specific dashboard statuses
Finally, we created very specific statuses so the customer dashboard would be useful. This indicates what’s
happening and who the current step is with.
Some examples:
• Pending Stakeholder Approval
• Spend Management Negotiation In-Process
• Supplier Legal Contract Review
• Routed for Signature
29. #scoutspark
Driving Awareness & Promoting the Benefits
Simple Process
• Single Sign-On
• Straightforward questionnaire with drop-downs and check-boxes
Visibility into Request Process and Status
• Self-service updates and follow-up for customers
• Dashboard identifies which Spend Management team member is supporting the request, as well as
the status
• Requester can add colleagues or manager to projects
Enhanced Communication
• Chat function with shared conversations is valuable to quickly answer questions, address issues or
pass along information that might facilitate approvals
30. #scoutspark
Driving Awareness & Promoting the Benefits
Accountability for Everyone Involved
• Names, time stamp for Milestones when assigned
• It’s important to know what is happening (or what’s not happening) at all time
Reporting
• Utilized to prep for weekly project prioritization/alignment meetings with Legal
• Utilized for monthly touch base meetings with CTO and CISO
• Previously, managing our team pipeline and savings tracker was a time consuming, manual exercise in
Excel
• With simplified reporting, we’ll track several new metrics
Projects Visibility for Spend Management
• This has been key for SM. We’re finally out of SharePoint, Outlook and Excel hell
• The volume can be daunting at times, but we otherwise wouldn’t know what we don’t know
• There are so many examples where we’ve been able to make an impact with one phone call
34. Share the glory! Recognize the
value of customers’ efforts and
celebrate successful joint-
efforts.
35. Communication should be a two-
way street. If you want to manage
perception, you must understand
it.
36. #scoutspark
We sent our first Customer Service Survey two months after going live:
• Anonymous
• Customers that engaged our team 3+ times in 2018
• ½ page; only 6 questions
• Short, thoughtful topics we knew we could improve upon
• You can’t act on what you don’t know about
Be Vulnerable and Request Candid Feedback
37. #scoutspark
We sent our first Customer Service Survey two months after going live:
• 93.9% Satisfied/Very Satisfied with “level of communication and collaboration”.
• 90.9% Satisfied/Very Satisfied with “outcome of deals negotiated”.
• 90.9% Satisfied/Very Satisfied with “overall satisfaction
Be Vulnerable and Request Candid Feedback
38. #scoutspark
• Show a clear improvement and change based on actions and
realities not words or slides
• Gain fuller support and buy-in by selling the value;
• In doing so, driving quality collaboration
• Instill the expectation for further improvement and evolution
• Be flexible, adaptable and willing to change for the greater good.
There isn’t any shame in altering the plan.
None of this is about ego!
Embracing Innovation & Disruption
40. #scoutspark
• It is a process, not an event
• It doesn’t happen overnight
• It requires revisiting and tweaking to maintain over time
• Conveys a clear difference of “before” and “after”
• Strive to keep it simple, while focusing on customers and
stakeholders
These things are not earthshaking. But doing them well is super
hard.
And When it Comes to Transformation
41. #scoutspark
• Targeted Outreach Program across company
• Further disruption in (our) world of travel
• Implement a PCard Policy
• Push for updated Legal Contract Policy and formally implement
Spend Management Policy
• Adding more value for leadership and other teams
• Project approvals
• CTO visibility into projects requested by other teams, yet
requiring Tech resources
• Differentiating between CapEx and OpEx for FP&A
Looking ahead to 2019
In this context, it can be viewed as the difference in the original and final states.
For us, the primary innovation was technology.
In other words, specific changes to existing circumstances—and there can be several throughout the overall transformation process.
Isn’t a one-size fits-all approach or step-by-step instructions. What we’ve done isn’t the same as everyone. What you’ve done or will do can look different, and that’s okay.
In the end, this is about being better. Hopefully some of the things we’ve done well, and missteps we’ve made will help you navigate similar circumstances. Transformation is a process; it doesn’t happen overnight.
When I need to take a step back and reflect—perhaps reframing my natural perspective, I find it helpful to think about a favorite quote….heard Visa’s former CFO, Byron Pollitt.
That’s pretty good, right!!?!!
So, where did things all begin? What was Day 1 like?
Picture this…alone in an empty quad….schedule pre-booked for weeks….first opportunity to intro myself and (what was then called) Procurement.
It’s common for Procurement to be associated with tactical tasks such as processing PO’s and buying “stuff” like office supplies. Irony @ LT was the initial reaction from the business—thinking I should only be involved in $$$ or highly strategic things.
They did things their way for a long time, with little oversight, and wanted to continue doing so. Naturally, a contradiction to my vision….immediately establishing what I call a “Zone of Conflict” that’d require special attention.
I had my work cut out for me, and wanted to make as big of an impact as quickly as possible. So I volunteered to help with ANYTHING where I could add value.
And aside from the obvious areas I’d already known about, these experiences helped distill areas of real opportunity that needed to be addressed.
To help you better understand what we were managing, which contributed to the need for change….
AT END: As you can imagine from these basic stats, we needed to jump ahead and transform, which means some kind of disruption.
For me, the key message here is to not be fearful or ignorant about what is often involved in this type of process.
Disruption piggybacks on the introduction of any innovation. So what can you do for the disruption to end up overwhelmingly positive? Be aware of it, plan for it, and focus on how you’ll position and use the innovation.
Priorities and goals have changed—largely driven by immaturity of function, culture and leadership’s goals/objectives.
AT END: Great, we have the green light to move forward, but the process isn’t always easy. Where we were starting from?
We thought we’d averted this scenario by involving everyone at the onset of the process. So, what are some of the things we learned and advice we’d give, based on the experience?
For those of you that led a recent transformation, did you experience any unexpected hurdles along the way? If so, would you mind sharing during the discussion at the end? It’d be great for everyone to hear about, learn from those situations.
….the point behind communication and collaboration is to involve your constituents. We’ve all heard the saying “it takes a village” and, in most situations, greater participation will yield better results.
Interesting HBR article in Sep-18 on team building and collaboration. The most important misconception learned from the research was that (NEXT SLIDE).
I didn’t know that at the time, but fortunately, we were always very focused on the customer.
Just because we went live, we aren’t “done”. The internal campaign to remind people about the new process, solution and benefits resulting are ongoing.
What were the key goals at the start of the process, and how did hit on each?
Ongoing communication is essential. It’s awesome to have the efficient, streamlined options via Scout, but communication is not all systems-based; people need to connect to people – for example:
Evolve the process so that it’s not us versus them, but that we own this activity together to achieve the best results.
THINGS TO REMEMBER FOR Embracing Innovation & Disruption
AT END: Another quote that serves as a simple reminder: