Category: Technology

Communication, Leadership, Relationships, Technology

Three Skills to Conquer The Modern Day Frontier

by Lourdes Coss, MPA, CPPO

Procurement professionals’ role continues to evolve with the increase of technology and automation.    The pandemic presented us with a wake-up call on preparedness.  Technology and automation were no longer an option to function and stay relevant in the midst of it all.  As electronic systems replace manual processes, procurement professionals will need to strengthen or acquire different skills to complement the changes. Artificial Intelligence (AI) will likely accelerate the pace of change as more innovation penetrates procurement and supply chain.

There is no denying that we need to understand the process and how everything works together in procurement.  Many procurement professionals have excelled in this area.  But teams that thrive when presented with adversity require more than process sequence.  The much talked about seat at the table has been the topic of many conversations, presentations, and even conferences.  There have been pockets of progress in this area.  But the advancement has not been sufficient to make this concept universally accepted in all organizations.  

The pandemic shone the light on the role of procurement professionals.  It was an opportunity for many to leave the anonymity of the back-office function.  Those that were ready stepped up.  Problems compounded for those unprepared to lead the organization through a crisis that called for the availability of supplies in a field of scarcity.  As we reflect, problem-solving skills, communication, and relationships were vital skills to overcome the issues organizations were facing.  

The “Modern Day Frontier” is where science and art collide in the area of AI. We have come a long way in data analytics to aid in the decision-making process.  Such advancements need the complement of the human factor to prioritize and determine the value of the information.  It is an opportunity to enhance the skills where no machine has yet made a debut.  The human brain is the most sophisticated organ capable of imagination, human care, and emotion. No machine has yet replicated these qualities.  The human factor will always be a required element to any successful organization.

Soft skills has not been the top priority in most fields.   Such skills like leadership, connecting, and learning to establish good relationships are imperative for the procurement professional today and tomorrow. Teams that are in the continued pursuit of growth, innovation, and relationship building generally have a strong leader.  Making small shifts today to acquire the skills necessary to thrive in the future will pay vast dividends.  

“Become the kind of leader that people would follow voluntarily; even if you had no title or position.” —Brian Tracy

Leadership – Leadership was is and remains a valuable skill, especially in the heat of the pandemic.  Staying calm and bringing clarity to the next steps was an asset during the crisis. Driving and maintaining the engagement of employees required the emotional maturity of a good leader.  Division, doubt, and fear were prevalent in most environments. Strong leaders were able to leverage diverse teams’ talents and not give in to the negativity and division highlighted that plagued many communities around the country.  And while achieving the highest performance of a work-from-home team, they were still able to influence the organization to not stray from the procurement mission.  As innovation continues to impact the world of procurement, leadership will become even more relevant at all levels in the organization by guiding it through the shifts and pivots.  

“The Most Important Thing In Communication Is Hearing What Isn’t Said.”

—Peter  Drucker

Communication – Communication is a skill necessary for all. Good communication skills include the ability to connect with others by listening attentively to understand rather than focus on your message.  Problem-solving requires the use of good communication skills.  It is crucial to consider the art of a good question because the quality of the information obtained depends significantly on the quality of the question.   When you communicate to understand and ask the right questions, you will also enhance your negotiation skills.  Understanding what others are seeking can help you develop options for more successful negotiations.  

“Even the Lone Ranger didn’t do it alone.”—Harvey MacKay

Relationship building – Building relationships with internal and external stakeholders, is not something that I see relegated to AI in the foreseeable future.  Supplier relationships, end-user relationships, and the professional network had a massive impact on the entities’ solutions during the beginning of the pandemic.  The extent to which procurement professionals develop their professional relationships can influence and increase their options available to solve problems.  Relationship building is a core function of the procurement professional and one of the skills required to access innovative ideas and solutions on behalf of their organization.

To summarize, as we look to the procurement profession’s future, these are three skills that the procurement professional will need to be successful in the job.  Leadership, communication, and relationship building are not skills that will be automated or absorbed by AI, at least in the foreseeable future.  It is the time to start preparing for the future of procurement and be ready to conquer the modern-day frontier.

Leadership, Procurement, Relationships, Technology, Transformation

Procurement and Pandemic: Adjust, Learn, Grow

By Lourdes Coss, MPA, CPPO

Many of us entered the public procurement profession by accident. Perhaps the variety was enough to keep you interested or you may have stayed because you were too busy to think about anything else.  Either way, it must have brought enough satisfaction that maybe five years into it you saw possibilities for growth or to positively impact the community.  

After so many years “making an impact” behind the scenes, it is was your turn to shine in one of the most difficult times in history.  At a time where the coronavirus has plagued the world, you have been present supporting those frontline workers in an effort to minimize the devastating effects that this pandemic has had in many nations.

You’ve left no stone unturned.  My compliments to you for jumping on social media, private networking sites, and getting in touch with colleagues and friends in the old fashion way in order to respond to the needs of your organization and your community. It’s good to see that front lines workers have taken notice of the role of procurement. I was talking with my daughter, who for most of her childhood didn’t quite understand what I did for a living and was pleasantly surprised when she told me about the preparedness of her institution because of the timely actions taken by procurement. I am sure that many colleagues can relate to this. So, walk proudly, procurement professional, you’ve done an amazing job.

As the world cautiously opens up and we move to what we may consider a new normal, remember to build on this public recognition to keep the coveted seat at the table past this crisis. There is value in what you do and now others recognize it.  Here is an opportunity to create a new normal with you at the table. Operating under the shadow of a different role in the organization should not be a path forward. We’ve clearly seen that extreme penny pinching resulted in the lack of preparedness. Sure, I don’t believe that anyone could have anticipated the magnitude of this crisis, but organizations that had the foresight to keep up with technology were clearly better able to pivot and respond to the situation almost seamlessly. Seize the opportunity to remove the procurement function from the shadows. You’ve shown your value and now you can build up from there. 

While you think and, most importantly, act on the opportunities that lie ahead, take time to reflect on the path forward.  Here are some thoughts  that can help you show your leadership and growth as an organization.

  • Reflect on this Experience: The experience is only valuable if you learn from it. Take time to reflect on the lessons learned. Reflect on the problems that you faced and how you were able to overcome obstacles under the circumstances to find a solution. Write down the situation and the strategy used to solve the problem. Determine why it worked so that you are able to apply the strategy to other situations in the future. Document and involve your team in putting together a crisis action plan. Include checklists, scenarios, draft procedures, and needed changes to current policy or regulations. Also, make this a growth opportunity for your team.
  • Action: Take the action necessary to prepare for the next time there is a crisis. What are the things that you wished you had in place during this pandemic that could have made it easier for you to handle the situation and solve the problems with which you were presented? If appropriate, implement any policies or strategies that will make your organization more flexible, stronger and better prepared for the next crisis.
  • Technology – Systems & Equipment: Perhaps one of the action items for certain entities is related to innovation, technology and computer equipment.  
    • Technology: Many organizations were not prepared from the technology perspective to conduct business online. This made it difficult to maintain the operation remotely, which increased the level of difficulty during the crisis. If your current work environment is not prepared to operate virtually in an emergency, consider what steps and resources are necessary to begin making progress towards that goal. When investing in new technology, it is prudent to consider the mobility aspect so that business can continue without the need to be in a specific location. A word of caution here is to void the shiny object syndrome, stay focused on the functionality that is needed.Computer Equipment: Some agencies had antiquated computer equipment that did not offer the flexibility for mobility. This made it very difficult to maintain the connectivity amongst teams and/or the rest of the organization. In some cases, employees had to use their own computer equipment, which presents other problems such as greater risk of cybersecurity attacks.
    • Systems: Systems for capturing the costs associated with the emergency is another area that some agencies will need to address. Depending on the situation, the organization may choose to rely on a series of spreadsheets, minor tweaks to existing technology, or the exploration of adequate technology that will enable agencies to capture costs real time. Having a protocol for expenditures related to a crisis is important especially when it’s time to seek reimbursement.  Developing a strategy after the crisis or perfecting the one that worked during the crisis may proof advantageous for all involved. When developing the system take into consideration risk management, but don’t overcompensate by doubling up on approvals. Think strategically and keep it simple.
  • Relationships: Evaluate how your interaction with certain individuals helped you during the crisis. Think about the things that you can do to strengthen those relationships without jeopardizing your position. Perhaps it is as simple as having their contact information handy or creating a directory of key individuals that were helpful during the crisis. It wouldn’t hurt to check in once in a while. It may be also advantageous to evaluate the networks that proved most fruitful and form a task force to evaluate how it can be improved.

This crisis situation has opened the door to opportunities for the procurement professional. The need for technology, systems and mobility is now very obvious to all. If in the past you couldn’t sell the advantages of technology capabilities, this is a chance to initiate that conversation. The need is very obvious and failure to upgrade may put the organization at a huge disadvantage. Everyone has been faced with the technology challenges at a personal and professional level. Individuals and organizations that were able to pivot to a virtual environment quickly fared better than those that were not equipped to do so.

To conclude, procurement professionals managed to stand out in what has been one of the worst crisis situations of our time. The actions taken to prepare for the new normal and for future crisis situations is up to each procurement professional and entity. Remember that this is not the last emergency or crisis situation.  Sometime in the future, you will find yourself in another, hopefully not as major as this one. The lessons that you learned during this time will help you increase your efficiency later. The extent to which action is taken to prepare and to mitigate the effect of a future crisis to the organization and the community that it serves, will depend on each person’s ability to take this experience and grow from it.