Redefining Procurement Series: Stakeholder Communication (Part 2)
My most recent post in the Redefining Procurement Series placed procurement as a hub within the business highlighting interconnectedness with other key stakerholders. We will now delve into the thrilling second part, looking at developing stakeholder buy-in (we will focus on developing buy-in from individuals in the next post).
No one’s messin’ with my budget - no man, no how!
The second step towards an advisory role is to get buy-in from the departmental heads and to turn any sceptics into advocates (the most vocal sceptics can sometimes end up being your most vocal advocates). Getting buy-in requires you to operate along side your stakeholder and develop processes and tools which enable them to operate to the same (or better) standards, not become a burden:
- Develop guidelines which are easily understood and easily integrated with your stakeholders operations
- Develop consistent feedback loops with your stakeholders and ensure you are being seen as actively working on the relationship. Regular meetings and face-to-face time should all be done with consistency and regularity to condition your stakeholder (ensuring there are no surprises with the messages you are presenting)
- Ensure there is visibility across everything you are doing which has an impact on your stakeholder (no surprises)
- Be proactive and take solutions/ideas to your stakeholder – don’t wait for them to come to you with something that needs to be fixed.
As trust builds, challenge policies and procedures that seem redundant or could be resolved through a more aligned procurement process – this challenge needs to be objective and aligned with your stakeholders goals.
Finally you need to ensure the board understands the value that procurement can bring. This is done by having business conversations and moving away from the tactical (savings) led procurement conversations they have come to expect. Competitive advantage, control, better performance, strategic positioning, ROI is what your board members are interested in – not PPV or SRM.
What are some strategies you have applied to reduce stakeholder scepticism around the value of procurement?