Highlights in change management: how changemakers are adding organizational value

August 27, 2019 Matt Vermeulen

At our recent Innovation Summit, we sat down with a few of the change-makers that do business on Tradeshift. Laura Bissmeyer from Corning, Ulrich Piepel from Innogy, and Bruno Stock from Danone joined our own Sarika Garg to discuss innovation and digital transformation in procurement and the supply chain and how they lead for procurement change management within their organizations. 

Profiles of change

What our changemakers have in common is their desire to innovate for positive, more agile, and resilient supply chains. They are invested in the entire procure-to-pay change management process. 

Looking into procurement roles without being encumbered by preconceived ideas allows changemakers to work with people who want to move from tactical to strategic work. This helps procurement leaders transform how they buy and pay for things, and allows them to adapt to changes in the market, whether that’s technological advancements or new regulations. And to be a successful changemaker you need to not only think about what you can save, but what value you can add to the whole company. And that means you have to not only have the tools to change, but also the right people for change. 

Driving change within the organization

To make change happen, you have to share your vision and help your people see how they can be changemakers in their roles. You have to design for change with people in mind, or you won’t see the change happen. And to help get your people on board with change, you must explain how change will benefit them, not just your company. 

And in the current climate, you have to change faster. Because if you wait, you just won't move fast enough to meet changes in the market. 

Thick skin for adaptive change-makers

Changemakers will always encounter resistance when implementing change. So look for tenacity in the individuals that you select in your teams so they can handle the roadblocks and resistance that will inevitably come with change. 

Part of that is training your people to work digitally. That starts at the top. The boss needs to be able to learn and make fast decisions, be agile, communicate clearly and know how to use the technology they’re advocating for. Otherwise, your team won’t get the training or incentive they need to change. 

A digital strategy for the adaptive enterprise

Bring tools that give your department visibility so you can fix things, bring more people into the picture of the solution and involve more people. When you can make your supply chain visible, you can react to it in real-time.

To do a deep dive into how to make a change in your procurement department, watch our panel of expert changemakers here

 

About the Author

Matt Vermeulen

Matt Vermeulen writes about B2B commerce for Tradeshift. Whether he's writing about Accounts Payable best practices or debunking AI myths, Matt enjoys making complex topics easy to understand and fun to read.

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