This is definitely something that should have greater consideration in my organisation, I have been quite vocal in pushing it. I have worked in teams where particular members have found the lack of bounds extremely stressful as they feel they are crowded out or put upon by the more vocal members, who are equally frustrated it takes so long to get things done. Clarity in defining the roles and responsibilities can often be an enabler.
• Airbus Defence and Space Limited
Agreed, this is a great article and really gets you thinking about the behaviours instilled within your own immediate team. If we cannot get the behaviours and roles clearly specified for our own team members first we are setting ourselves up to fail in the wider team and externally.
Agree - this was quite an insightful article. I've always believed that it should work in reverse - that you should set the objective and then leave it up to individuals to work out how to get there, which is what the article says except for specifying that their roles need to be clear. I believed that if roles were less clearly defined then it gave people scope to expand their remit, however I can see why this can cause confusion.
I think it's a fabulous idea- especially in the US where maternity leave is paltry at best, and childcare costs are astronomical (in consideration of the lack of subsidies). Many working mothers (and I'm sure some fathers) have an emotionally difficult time leaving their children and as a result, stress increases. As stress increases, performance decreases. In my opinion, ny accomodations that a company can make to allow parents to spend more time with their children will only produce better long-term results (i.e. happy staff = longer term employment/loyalty = more output).
Hi Peter - I think this is a useful survey to capture the views of people. From across the other side of the world, the two that resonate significantly with me are very similar to this list, with I think defining value right near the top.
I think the easiest thing for people to measure their success used to be cost reduction. But I think that mindset is a long way from the current movement of being strategic, and running perhaps even against the push towards social or environmental outcomes.
Without an easy measure, from my perspective, the best way to measure success is the feedback from your end users which includes suppliers. Did they understand the process, did it work for them, and post contracting, are they happy ? Sure, it gives people less ability to compare across organisations, but I think it's that competition, rather than co-operation, that sometimes stops us from achieving better outcomes.
• Simoons & Company
From a customer-supplier perspective I agree with your observation that cost reduction has most often been the measure of success. However cost reduction on that side often leads to rising hidden costs elsewhere in the organization. In strategic partnerships we not only look at value, but also at the full relationship to measure success. To do so we interview, and/or survey, stakeholders at both sides.
Most important element of measuring success however, is not the measurement itself, but the action plan connected to it to improve the elements that lag behind.
God day Sedef - well, again, I hate to see a good question like this sitting there all along unanswered, so here goes my contribution.
Firstly, if you get to create your own KPI's, I think that this is an awesome opportunity for you. It's a great opportunity for you to pick some criteria on which to have your performance judged by.
I think it's an opportunity though for you to think about whether or not you want these KPI's to relate to your performance alone, or contribute to or align directly with organisational performance. This could be a factor of where you feel you are as a team with procurement maturity, as well as your ability to influence the organisation's plans. Let me explain by way of example.
Four years ago, for our team, it was all about how quickly we could turn around tenders, time to contract, and the number of complaints (which thankfully were none) about the conduct of our tenders. So for us then, the KPI's were team focussed and didn't really track well into organisational plans.
Fast forward to the present day, the team has pushed back into the business to be engaging with them at a much earlier stage. The KPI's we are moving to are around developing category plans with the business and presenting them to the senior leadership team, monitoring and reporting on the significant contracts in their portfolio and working with the teams on meaningful social procurement outcomes that are relevant to their categories. As you can see, these are less about the team, and track really well into where we want to be as an organisation.
Oh, and like all KPI's, it perhaps goes without saying, but make sure that they're SMART (Specific, Measurable, Attainable, Relevant, and Time-Bound) or SMARTER (adding Explainable and Relative to the mix).
So Sedef, my advice would be to jump the opportunity to set your KPI's, and make them relevant to where you are and where you want to be. I think you are the best person to work that out, rather than me just telling you what you need based upon your one paragraph question.
Have fun with making them - and it would be great learning for others within the forum for you to tell everyone what you ended up with !
Thanks, Phyllis, I am glad that you found the webinar helpful; it was certainly a great session to moderate, with some really good questions at the end. I agree - we often don't pay enough attention to the learning style and the impact that has on how information is absorbed. Paul Branch