THE BUSINESS REVIEW FOR PROCUREMENT LEADERS
In 2005, the UK division of global information technology services provider Computer Sciences Corporation (CSC) was ready to outsource a significant part of its services organisation. But the deal, which could have been worth £300 million over seven years and involved the potential transfer of over 500 staff, never happened. Why? Because CSC’s procurement team calculated it was the wrong thing for the company to do.
It’s a measure of the influence procurement director Nick Caller and his 28-strong team now have at board level, and with the CEO, Keith Wilman, and CFO, Martin Coombs, in particular. Yet there is plenty of influencing still to do, Caller admits – not least with business unit heads and people at operational levels in the company. Another key challenge in 2007 will be spearheading the creation of a pan-European procurement strategy and organisation.
The secrets of successful influencing, say Caller and his associate director, Lee Rimmer, are to establish credibility by delivering results; develop trust; learn from your colleagues; understand the business; know your audience; do things for the right reasons; don’t be afraid to make mistakes; see your users as allies; be clear about your purpose; and, last but not least, be passionate and confident.
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