In one of today’s discussion streams, I asked the question why have we made so little progress in addressing the challenges that we face in procurement.
Here is an answer I received:
“Jon W. Hansen Wrong prioritization! „Sorry, no time for improvements, we are too busy with stupid useless activities!“ 😉 And: weak CPOs.” – Procurement Executive, Trainer, Consultant
Here is my response:
Right to the point; I respect that.
I posted the following question to ChatGPT: What percentage of Chief Procurement Officers are considered to be effective leaders?
Here is what came back as an answer: “According to a Deloitte survey, about 26% of procurement leaders are seen as “highly effective” in driving strategic value for their organizations.”
Do you think there is a correlation between the fact that only 20% of all ProcureTech initiatives are successful and Deloitte‘s findings that only 26% of CPOs are highly effective leaders? Any thoughts?
While waiting for further responses from my community, I posed the following two questions to ChatGPT:
What percentage of Chief Procurement Officers are considered to be effective leaders?
The percentage of Chief Procurement Officers (CPOs) considered effective leaders varies across studies and industries. According to a Deloitte survey, about 26% of procurement leaders are seen as “highly effective” in driving strategic value for their organizations. This effectiveness often hinges on factors like leadership skills, the ability to leverage technology, and alignment with broader organizational goals.
Leadership effectiveness is influenced by the CPO’s ability to manage digital transformation, supplier relationships, and risk management in a fast-evolving procurement landscape.
What percentage of failed ProcureTech initiatives are the fault of the CPO?
There isn’t a clear-cut statistic that directly attributes the failure of ProcureTech initiatives specifically to Chief Procurement Officers (CPOs). However, many factors contributing to failed initiatives, such as poor strategic alignment, inadequate leadership in change management, and failure to adopt or integrate technology effectively, can be tied to CPO leadership. Studies often indicate that 40-70% of digital transformation projects fail across various sectors, with leadership being a critical factor in those failures. Still, other stakeholders, such as IT and finance, also play key roles.
30
Procurement Insights
Late Night Edition: What is the connection between CPO leadership effectiveness and ProcureTech implementation success or failure?
Posted on October 2, 2024
0
In one of today’s discussion streams, I asked the question why have we made so little progress in addressing the challenges that we face in procurement.
Here is an answer I received:
“Jon W. Hansen Wrong prioritization! „Sorry, no time for improvements, we are too busy with stupid useless activities!“ 😉 And: weak CPOs.” – Procurement Executive, Trainer, Consultant
Here is my response:
Right to the point; I respect that.
I posted the following question to ChatGPT: What percentage of Chief Procurement Officers are considered to be effective leaders?
Here is what came back as an answer: “According to a Deloitte survey, about 26% of procurement leaders are seen as “highly effective” in driving strategic value for their organizations.”
Do you think there is a correlation between the fact that only 20% of all ProcureTech initiatives are successful and Deloitte‘s findings that only 26% of CPOs are highly effective leaders? Any thoughts?
While waiting for further responses from my community, I posed the following two questions to ChatGPT:
What percentage of Chief Procurement Officers are considered to be effective leaders?
The percentage of Chief Procurement Officers (CPOs) considered effective leaders varies across studies and industries. According to a Deloitte survey, about 26% of procurement leaders are seen as “highly effective” in driving strategic value for their organizations. This effectiveness often hinges on factors like leadership skills, the ability to leverage technology, and alignment with broader organizational goals.
Leadership effectiveness is influenced by the CPO’s ability to manage digital transformation, supplier relationships, and risk management in a fast-evolving procurement landscape.
What percentage of failed ProcureTech initiatives are the fault of the CPO?
There isn’t a clear-cut statistic that directly attributes the failure of ProcureTech initiatives specifically to Chief Procurement Officers (CPOs). However, many factors contributing to failed initiatives, such as poor strategic alignment, inadequate leadership in change management, and failure to adopt or integrate technology effectively, can be tied to CPO leadership. Studies often indicate that 40-70% of digital transformation projects fail across various sectors, with leadership being a critical factor in those failures. Still, other stakeholders, such as IT and finance, also play key roles.
30
Share this:
Related