When I think back to all the Procurement Subcategories I have seen, there have been hundreds… Peeling back the onion layers, each subcategory had some similarities, but also distinct requirements, different stakeholders, governance and controls.

While a Workforce Management program aims to standardize processes, controls, and templates – resistance can arise due to a lack of effective Change Management.

Now, “Change Management” is a word thrown around a lot, and may mean different things to different people. Below are my top Five (5) Change Management focus areas that need to be in place to support the Services Procurement “We are different” conversation:

5.      Active listening

Really understand the subcategory, the Procurement Category manager and their Stakeholders that are the decision makers. What are their goals, drivers and current pain points.

4.      Capture their current state

Map out each subcategory setup, process, governance and controls. Truly understand their end-to-end practices including whether there is an approved Category Strategy.

3.      Fit Gap

Overlay their current state against the proposed future state model. Clearly define and articulate where you currently are, and how Workforce Management will directly support the subcategory. Highlight where they are different, but also bring to the surface where there are synergies and opportunities to align. If there is no approved Category Strategy, this needs to be addressed as part of the fit gap and future design. One thing to watch out for here. Simplification is the key. Try not to over engineer a process, just because now there are ways to put controls in place…. If you do need those controls, make sure that you communicate the “why”.

2.      Communicate the Future Design – directly

A part of change management is a sales job (internally to Stakeholders, Requestors and externally to your Suppliers).

1st, take the Services Procurement Category Manager through the change, and then with that Category Manager support communicating to their Stakeholders. Then get the Stakeholders to support the Communication to Requestors and Suppliers. A top-down approach here is helpful to ensure that you have the buy in.

Use the fit gap, to really highlight the change from current to future, and honestly communicate where more support / controls maybe required within the new process but also speak up loudly highlighting the efficiencies of the change.

1.      RACI (Roles and Responsibilities)

·        Define your actors (who is doing what within the process).

·         Communicate the roles and responsibilities.

·        Create a direct channel for program support.

These things help provide the right contact points, guidance, eases the change, and ensures that you pick up any problems proactively, while focusing on providing the best user experience.

My top five is over simplified. But, the point, I really want to make is take Services Procurement Category Managers, there Stakeholders and Suppliers through the journey with you, and invest in Change Management. It could be the difference between a blah program and something amazing!

If you work with great Change Managers, recognize their efforts! It’s a challenging space, and the value they bring deserves acknowledgment.

Tony Robbins – “By Changing nothing, nothing changes”