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Leadership skills are fundamental to the status and contribution of the contracts and commercial management community. Executive management increasingly seeks individuals with the skills needed to propose and lead change initiatives and create commercial innovation.
MISSION
The mission of this Network is to define the evolving meaning and purpose of leadership in the context of contract and commercial management and to assist members of the community in developing their personal leadership skills. It will achieve these goals through research, mentoring, network activities in the form of webinars, round tables, conference executive forums and training programs.
COVID-19 is prompting numerous changes in society, the economy, and commercial relationships. Many are changes that would have occurred anyway, but the pandemic is generating a new sense of urgency. Examples range from the massive debates over racism and equality, to a rethink of economic management, the discussions over working from home and the need for increased collaboration in trading relationships.
Joseph Badaracco studied classic works and interviewed 100 managers in 15 countries to learn how busy men and women find time for reflection. Yet reflection is important; it gives us a chance to pause and figure out what really matters, especially when struggling with a difficult issue professionally or personally, says Joseph Badaracco, the John Shad Professor of Business Ethics at Harvard Business School, in his new book Step Back: How to Bring the Art of Reflection into Your Busy Life.
Adjusting your goals doesn't just require a shift in strategy-it also requires a shift in mindset. You can't expect to set realistic, relevant, and meaningful goals if you're not in the right headspace. We recently chatted with Arianna Huffington-founder and CEO of Thrive Global, and the author of fifteen books, many of which are focused on mental health-about coping with difficult times. Arianna shared some of her research-backed tips for mindset shift that can help you adjust your goals during challenging times.
The bottom line? Deep down, we know business can be done better, and still be highly profitable. It's the dueling motivations of fear and love that trip us up.
'The success of remote working has opened up previously unavailable talent pools, with 64% of hiring managers now more willing to consider remote workers.' This finding, from a survey conducted by Cielo, represents both good and bad news for job candidates. Good, because it suggests greater opportunities to find work outside traditional limits of geography or personal circumstances. Bad, because it also indicates greater competition for whatever jobs are available. And in the post-COVID era, as business struggles to recover, the level of unemployment is set to rise and the volume of opening to fall.
With some awesome discussion underway from Neal, Mark and the Global CEO of IACCM, Sally, I thought I'd continue this theme a little. Just a quick one that hopefully might generate ideas or solutions that could benefit ourselves, our teams or IACCM members. So my request is that you complete the following sentence : What I wish that I could do, or could have done during the lockdown is....... Never ask a question without knowing the answer they say. So my answer is simple. Yesterday, one of my team, who is also a volunteer firefighter, took the initiative to put on his gear and offer himself up to a group of local kids for a video conference. It allowed a group of kids, currently on holiday, some time to learn. It also allowed a bunch of parents working from home, a short break from dual duties of working and supervising kids. I think that was a great idea, and something that I wish I could have done during lockdown. Just a proud Dad moment, because he wasn't asked to, and just took the initiative himself. I have pondered whether or not to offer a discussion on accountancy myself, but I'd imagine it would only cause children to sleep. And sadly I only have a limited ability to make balloon animals, and no balloons.... Over to you group.
We discussed the same few days ago that when you have a global contract with +20 countries in scope it is impossible to avoid risks. Just to many of them. But if you figure out a way to adapt and then turn those risk into advantages then you'll sleep well.
Would be interesting to see a research on how affected companies are adapting and changing in current situation. Many new articles about how big companies supporting current situation, which is great. But in parallel we should also focus on building blueprints for small businesses how to adapt, transform if needed in order to survive. For example in Hungary a small company called Meex turned their business portfolio in 48h from event organizing into food delivery. This has allowed them to both stay in the game and to keep their people.
Can we have an update on the actions taken by the government per industry type so that suppliers and customer can take steps to refrain from incurring potential huge losses
Reflecting on this article, I agree that it's important to set boundaries for the team as outlined, but it also depends on the skill level and experience of the members of the team. For junior or less experienced, you need to set out the outcomes and provide boundaries. For those more skilled, the outcomes need to be defined, but the boundaries less so. It is however, very important that when the team works across boundaries or cross-cultural teams, setting the expectations for collaboration and approach is essential - this requires effective leadership. A helpful read.
In my company we have carried out an analysis about the people who work in our supply chain a year ago. Getting good buyers is easier than getting good service contractors. The first is very similar to a commodity, the second is more complicated and requires formal knowledge, experience and good attitude. We have found that operational personnel that require the services (planners and supervisors) can begin to work as contract administrators performing a good function, that is, within our company we find the resource and talent we need
I must confess, whilst reading the article and especially where it address the shortcomings of lawyers, that I fall in that category. We are to "safe" and cautious, we stick to what we know and our processes which may result in us falling behind when it comes to the general progression, of not only our industry, but also the world of technology and business as a whole. I need to be more adaptable and open to change and progression.
In addition to my post from last week here on the forum (See https://www.iaccm.com/network/contract-management-forum/?post=1656&cb=1579686044) I see many people that responded, saying that transformation is a challenge for them. Transformation to the cloud or transformation to ecosystems. (see https://www.petersimoons.com/2020/01/is-transformation-the-theme-of-2020/ for the full article). In the market I see also a transformation from procurement to collaborative supplier relationships. A form of strategic partnerships with suppliers where almost all elements of strategic alliances, that have already been documented and research over the past decades, can be applied. In our Masterclass we already have seen procurement executives attend to learn more about the do's and don'ts of strategic alliances and partnership. What is your experience with the transformation to collaborative supplier relationships and what is the most challenging part of that transformation: people behavior or organizational procedures?
Does anyone have advice or best practices for building out basic procurement operations? I am currently running a task force with finance, accounting, and legal to create processes, policies, and procedures for vendor transactions and contract processing. Anything from sample documents to useful technology would be great!
Hi everyone. I am looking for some thoughts / collateral concerning where does the Contract management group best fit in a firm? I know of one company where it is in Legal and they are considering moving to within Procurement (which is in Finance). any thoughts or experiences? thanks.
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