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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.
One of the biggest career development gaps is personal confidence. In this webinar ABSTRACT demonstrate how to build superior confidence through understanding the six key elements of confidence, by recognising and reinforcing our strengths and appreciating and accepting that confidence is purely situational. We also show that really confident people tend to actively take every opportunity to push out of their respective comfort zones, providing there are related benefits with their identified career paths.
This Ask the Expert session on 'how Commercial Can Add Value to the Organisation' will feature a dialogue between two IACCM Fellows and highly experienced Commercial Management experts. In this conversation, Andy and Paul will share examples of real-life situations from their personal experience where good Commercial Contract Management has enabled better business results, and how that was done. These examples will cover a wide range of experiences from deal negotiations and managing contracts post-award. Distinctions will be drawn between average business performance and the skills, attributes and strategies used to achieve exceptional results.
Listen to leaders and coaches discuss leadership topics
The Xerox-Fujifilm formula: 1. Tell CEO he's fired. 2. Have him arrange sale of company. 3. Hope Carl Icahn doesn't find out.
So many recent events have made us aware of the use and abuse of power. Many times, this is so embedded that we accept it as normal. In so doing, we perpetuate inequality and stifle opportunity.
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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