EDITOR’S NOTE: The best way to “hash out” an idea or concept is through open and honest dialogue. The following exchange is a perfect example of respectful debate and discussion toward a conclusion. By the way, what are your thoughts—should analysts/consultants take more responsibility for client success?
It is too context-specific to provide a unique answer, Jon W. Hansen. In addition, why would an industry analyst be linked to the success / failure of a digitalization project?
❓ If I go to a lawyer and get bad advice or incomplete information, am I solely responsible for following that advice? ❓ If I go to a doctor and they prescribe the wrong medication, am I solely responsible? ❓If I go to an accountant and they do my tax returns incorrectly, am I solely responsible?
I agree that clients or patients must take some responsibility for the advice they follow. There is no argument there.
However, at what point is the one offering expertise and advice responsible for the outcome?
So, the profession moved from an expert providing an industry map to an expert providing personalized advice. Not the same at all. The analyst generating a map of digital solutions adopted by firms according to (usually) 2 dimensions is, in my view, not providing personalized advice. He is only creating a snapshot of what the industry has to offer at a given point in time. There is a saying in french “Les conseilleurs ne sont pas les payeurs” (advisors don’t foot the bills). Hence, as Hervé indicated, it is your duty to make sure your decision is the right one.
Dr. Thierry Fausten, is it fair to say that given the high rate of initiative failures, something has to change? Otherwise, what is the point of having analysts prepare maps?
Do analysts prepare maps to ensure implementation success, Jon W. Hansen? Is it because a majority of mergers and acquisitions consistently fail to deliver on their promises that the M&A ecosystem is moot? Some things work out, others don’t. That is all.
However, I have experience building a self-learning algorithm-based system, successfully implementing it, and delivering tangible results that can be measured.
That is why I am doing the following with my map of 10 solution providers:
“In my recent series of articles on solution provider maps, you will know that after 40-plus years in procurement and high-tech, I am looking to shake things up a little by covering and staking my reputation on 10 top providers.
When I say “stake my reputation,” I mean going beyond merely identifying and pointing out a provider’s technology high points. I am talking about the ultimate delivery of the expected results should you decide that the provider can help your business.
I do not know if there is a fit at this stage, but it is definitely worth a 15-minute call.”
I am working with my selected providers’ marketing, sales, and implementation teams.
After 40-plus years, I want to do more than create great content to stimulate discussion; I want to try and make a difference.
CLOSING TAKEAWAY: Dr. Thierry Fausten’s comment/question about how “the majority of mergers and acquisitions consistently fail to deliver on their promises, making the “M&A ecosystem moot” inspires further discussion. That said, I think we have to bypass M&A loosely knitted solution provider suites, which over the past decades has never worked – how did the Oracle – PeopleSoft deal work out for everyone?
“Oracle’s acquisition strategy has altered the vendor landscape in a number of markets,” says Paul Hamerman, VP of enterprise applications at Forrester Research, via e-mail. In addition, he says, Oracle’s “acquisition strategy has been a success for the company and its shareholders.” In fact, revenues grew from $10 billion in FY2000 to $23 billion in FY2009.
What about the results for Oracle’s diverse groups of willing and not-so-willing customers? Industry analysts interviewed for this article claim it’s a mixed bag: “Customers have benefited from increased number and range of solutions—from continued investment, such as Apps Unlimited, and especially from the integration work that Oracle has done,” says Warren Wilson, research director at Ovum. “But they’re increasingly locked into Oracle—with far fewer options and switching costs [that] are high.” – CIOArticle, December 14th, 2009
Someone has to take the helm of this runaway train; otherwise, given the steady increase in M&As today, history will continue to repeat itself. In short, regardless of the technological advances, unless analysts and consultants create their own “suite” of solution provider offerings and stand behind each client implementation, we are going to be having this same discussion 10 to 20 years from now.
To Dr. Fausten’s point about M&As, this is not likely to happen because making huge sums of money through acquiring market share has always taken precedence over client success. All that new technology does is propagate the modernization and transformation doom loopby offering a different set of bells and whistles.
However, while an industry-wide transformation to a flywheel reality is unlikely, I firmly believe that modifying the analyst/consultant role and responsibilities will create bigger pockets of client success.
Procurement Insights
Redefining the role and responsibilities of analysts and consultants to achieve procurement’s digital transformation success
Posted on May 10, 2024
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EDITOR’S NOTE: The best way to “hash out” an idea or concept is through open and honest dialogue. The following exchange is a perfect example of respectful debate and discussion toward a conclusion. By the way, what are your thoughts—should analysts/consultants take more responsibility for client success?
Dr. Thierry Fausten • Procurement Excellence | On-demand Procurement Director | Switzerland Exclusive Country Partner CIPS for Business | Chartered MCIPS |
It is too context-specific to provide a unique answer, Jon W. Hansen.
In addition, why would an industry analyst be linked to the success / failure of a digitalization project?
Jon W. Hansen – Strategic Advisor/Analyst Specializing in Emerging AI Tech, Sales and Marketing (Procurement) Thinkers360 Top 50 Global Thought Leaders & Influencers on Procurement! (April 2021)
That’s a fair question, Dr. Thierry Fausten.
Let’s look at other professions:
❓ If I go to a lawyer and get bad advice or incomplete information, am I solely responsible for following that advice?
❓ If I go to a doctor and they prescribe the wrong medication, am I solely responsible?
❓If I go to an accountant and they do my tax returns incorrectly, am I solely responsible?
I agree that clients or patients must take some responsibility for the advice they follow. There is no argument there.
However, at what point is the one offering expertise and advice responsible for the outcome?
Dr. Thierry Fausten • Procurement Excellence | On-demand Procurement Director | Switzerland Exclusive Country Partner CIPS for Business | Chartered MCIPS |
So, the profession moved from an expert providing an industry map to an expert providing personalized advice. Not the same at all.
The analyst generating a map of digital solutions adopted by firms according to (usually) 2 dimensions is, in my view, not providing personalized advice. He is only creating a snapshot of what the industry has to offer at a given point in time.
There is a saying in french “Les conseilleurs ne sont pas les payeurs” (advisors don’t foot the bills). Hence, as Hervé indicated, it is your duty to make sure your decision is the right one.
Jon W. Hansen – Strategic Advisor/Analyst Specializing in Emerging AI Tech, Sales and Marketing (Procurement) Thinkers360 Top 50 Global Thought Leaders & Influencers on Procurement! (April 2021)
So, at the end of the day, it is buyer beware?
Dr. Thierry Fausten • Procurement Excellence | On-demand Procurement Director | Switzerland Exclusive Country Partner CIPS for Business | Chartered MCIPS |
Pretty much; even when making informed decisions, you are in charge of making sure that it is what you need, and to control the implementation.
Jon W. Hansen – Strategic Advisor/Analyst Specializing in Emerging AI Tech, Sales and Marketing (Procurement) Thinkers360 Top 50 Global Thought Leaders & Influencers on Procurement! (April 2021)
Dr. Thierry Fausten, is it fair to say that given the high rate of initiative failures, something has to change? Otherwise, what is the point of having analysts prepare maps?
Dr. Thierry Fausten • Procurement Excellence | On-demand Procurement Director | Switzerland Exclusive Country Partner CIPS for Business | Chartered MCIPS |
Do analysts prepare maps to ensure implementation success, Jon W. Hansen?
Is it because a majority of mergers and acquisitions consistently fail to deliver on their promises that the M&A ecosystem is moot?
Some things work out, others don’t. That is all.
Jon W. Hansen – Strategic Advisor/Analyst Specializing in Emerging AI Tech, Sales and Marketing (Procurement) Thinkers360 Top 50 Global Thought Leaders & Influencers on Procurement! (April 2021)
Dr. Thierry Fausten, fair enough.
However, I have experience building a self-learning algorithm-based system, successfully implementing it, and delivering tangible results that can be measured.
That is why I am doing the following with my map of 10 solution providers:
“In my recent series of articles on solution provider maps, you will know that after 40-plus years in procurement and high-tech, I am looking to shake things up a little by covering and staking my reputation on 10 top providers.
When I say “stake my reputation,” I mean going beyond merely identifying and pointing out a provider’s technology high points. I am talking about the ultimate delivery of the expected results should you decide that the provider can help your business.
I do not know if there is a fit at this stage, but it is definitely worth a 15-minute call.”
I am working with my selected providers’ marketing, sales, and implementation teams.
After 40-plus years, I want to do more than create great content to stimulate discussion; I want to try and make a difference.
CLOSING TAKEAWAY: Dr. Thierry Fausten’s comment/question about how “the majority of mergers and acquisitions consistently fail to deliver on their promises, making the “M&A ecosystem moot” inspires further discussion. That said, I think we have to bypass M&A loosely knitted solution provider suites, which over the past decades has never worked – how did the Oracle – PeopleSoft deal work out for everyone?
“Oracle’s acquisition strategy has altered the vendor landscape in a number of markets,” says Paul Hamerman, VP of enterprise applications at Forrester Research, via e-mail. In addition, he says, Oracle’s “acquisition strategy has been a success for the company and its shareholders.” In fact, revenues grew from $10 billion in FY2000 to $23 billion in FY2009.
What about the results for Oracle’s diverse groups of willing and not-so-willing customers? Industry analysts interviewed for this article claim it’s a mixed bag: “Customers have benefited from increased number and range of solutions—from continued investment, such as Apps Unlimited, and especially from the integration work that Oracle has done,” says Warren Wilson, research director at Ovum. “But they’re increasingly locked into Oracle—with far fewer options and switching costs [that] are high.” – CIO Article, December 14th, 2009
Someone has to take the helm of this runaway train; otherwise, given the steady increase in M&As today, history will continue to repeat itself. In short, regardless of the technological advances, unless analysts and consultants create their own “suite” of solution provider offerings and stand behind each client implementation, we are going to be having this same discussion 10 to 20 years from now.
To Dr. Fausten’s point about M&As, this is not likely to happen because making huge sums of money through acquiring market share has always taken precedence over client success. All that new technology does is propagate the modernization and transformation doom loop by offering a different set of bells and whistles.
However, while an industry-wide transformation to a flywheel reality is unlikely, I firmly believe that modifying the analyst/consultant role and responsibilities will create bigger pockets of client success.
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