In the old days, there was a saying that “no one ever got fired for buying IBM.” It was a time when the Big Blue sales team would enter a boardroom and, outnumbering the client at the table, offer a solution they could not get anywhere else.
With today’s digital tech, the reliability of solutions from each provider working is not questioned. In short, it is no longer a “features, functions, benefits” Ben Franklin play.
The critical play is not the tech but the expertise behind the tech – the market expertise and experience to leverage tech to solve a problem. eVA, Virginia’s eProcurement Program, knew this back in 2007 when the tech wasn’t as robust as it is today – https://bit.ly/3SUWxml
Instead of company names, we should know the names of the people behind each one. Who are they, what is their experience and expertise, and do they have “the team” that can work with our team to make it happen?
If we don’t answer these questions and showcase the brainpower to step out from behind the logos, then the following will continue to happen:
1. Tesla using spreadsheets and email to procure $30 billion in parts – https://bit.ly/3E0OKNg
2. Deloitte reporting CPO dissatisfaction with digital tech – https://bit.ly/42PPzSZ
Procurement Insights 
Why it’s time for service provider leadership to step out from behind their organizations’ logos
Posted on August 19, 2023
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In the old days, there was a saying that “no one ever got fired for buying IBM.” It was a time when the Big Blue sales team would enter a boardroom and, outnumbering the client at the table, offer a solution they could not get anywhere else.
With today’s digital tech, the reliability of solutions from each provider working is not questioned. In short, it is no longer a “features, functions, benefits” Ben Franklin play.
The critical play is not the tech but the expertise behind the tech – the market expertise and experience to leverage tech to solve a problem. eVA, Virginia’s eProcurement Program, knew this back in 2007 when the tech wasn’t as robust as it is today – https://bit.ly/3SUWxml
Instead of company names, we should know the names of the people behind each one. Who are they, what is their experience and expertise, and do they have “the team” that can work with our team to make it happen?
If we don’t answer these questions and showcase the brainpower to step out from behind the logos, then the following will continue to happen:
1. Tesla using spreadsheets and email to procure $30 billion in parts – https://bit.ly/3E0OKNg
2. Deloitte reporting CPO dissatisfaction with digital tech – https://bit.ly/42PPzSZ
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