Hey {{First name|there}},
I just want you to picture this scenario for one moment.
You’re new in a business.
You’ve been brough in to set up a team, implement a Procurement policy and deliver a Procurement strategy.
Procurement leaders get paid a fair bit to do this, and so we should.
It’s a top skill.
But then instead of directly doing that, you go to the Chief Financial Officer with a proposal.
To spend £250k with a consultancy to delivery the Procurement policy.
Part of your justification is you want them to validate your strategy too,
Seems ridiculous doesn’t it?
You wouldn’t do it. Why?
You’ve got too much self respect
You care about company money {{First name}}
You’re not a numbskull
ICYMI
My best Linkedin post of the past fortnight:
But this type of thing happens.
It’s how consultancies make huge amount of money.
When business competency is absent in house, instead of recruiting talent for half the cost
Organisations spend 100s of thousands on consultancies to do it for them.
The cycle continues too because inevitably without the capability being developed in house, the strategy never sticks.
Two years later more support is being sought, perhaps from a different big consultancy partner.
It’s madness.
As for the external ‘validation’ of strategy justification.
What is the point?
Really…are you that insecure about your capability that you need to spend thousands on a consultant to validate?
I don’t know {{First name}}, maybe I’m tired of seeing money being frittered away.
Or maybe I’m just tired.
Tom
When you're ready, here are 2 more ways I can help: 👇🏽
🗓️ Book a 1:1 consultancy call with me using the link here.
You can use this call for anything you want but here’s some ideas; Procurement Interview prep, career advice, support dealing with a difficult stakeholder situation, helping you plan your first 90 days in a new role, mentoring…the lot.
Perhaps you’re in sales and want advice on how to build the best impression in an RFP?
