EDITOR’S NOTE: Here are excerpts from an energized discussion stream on LinkedIn originating with a comment by Dr. Thierry Fausten. You can still join the ongoing discussion through the following link.
Jon W. Hansen, I think there are so many factors for a project failure, and leadership can be one. Missing product fit is another and probably more prevalent issue. This guy here explained it quite well: https://youtube.com/shorts/3M1R1KWPWO8?si=3w7DP_1Z30MCWoJu
Jon W. Hansen that question is so big, the situations so nuanced, that I’m not sure we’ll get to the bottom of the question. Probably worth doing one of these live conversations you run so we’ll 😉
Responding to Canda‘s comment above yours, too many execs pressure solution providers to do what they themselves can’t—create an environment of communication and understanding.
Look, and this may seem harsh, but in the past 40-plus years, I have met many CEOs who don’t know their elbow from their earlobe. A June 2024 CNBC report indicates that “71% of CEOs say they experience imposter syndrome, according to a new Korn Ferry survey.”
These are just a couple of examples from my archive of incompetent leadership:
A senior exec from the Treasury Board emailed me to say that my research may be correct regarding an initiative’s likely failure, but they followed the proper bid processes, which is what matters.
Another CEO, the younger brother of a successful exec, was one of the dumbest people I have ever met and talked with. I was surprised he could put his pants on the right way.
During the height of the dot com boom, a CEO told me they went to bed one night and woke up to their stock going through the roof. They had no idea how it got there; they only knew they wanted to stay there. They then asked me how and offered a lot of money to work with them.
It is easy to see how Deloitte arrived at its results: Only 26% of procurement leaders are seen as “highly effective” in driving strategic value for their organizations – https://bit.ly/4em2L8O.
Tech won’t fix the above!
- You need leadership that facilitates communication and collaboration with all internal and external stakeholders.
- You need leadership that isn’t looking for “silver bullet” solutions from ProcureTech providers.
- You need leadership who knows as much, if not more, about what you do and why you do it.
- You need to ask yourself, “What is the state of my organization’s leadership?”
30
Extra Reading Material
The book “Unstable at the Top” was written by Manfred F.R. Kets de Vries and Danny Miller. Published in 1987, the book explores the dynamics and psychological factors affecting leadership, organizational behavior, and executive decision-making. It delves into the challenges faced by leaders in top management positions and how personal traits and organizational structures contribute to both success and instability at the executive level.
Procurement Insights
ProcureTech Can’t Fix This!!!!
Posted on October 3, 2024
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EDITOR’S NOTE: Here are excerpts from an energized discussion stream on LinkedIn originating with a comment by Dr. Thierry Fausten. You can still join the ongoing discussion through the following link.
Jon W. Hansen, I think there are so many factors for a project failure, and leadership can be one. Missing product fit is another and probably more prevalent issue. This guy here explained it quite well: https://youtube.com/shorts/3M1R1KWPWO8?si=3w7DP_1Z30MCWoJu
Jon W. Hansen that question is so big, the situations so nuanced, that I’m not sure we’ll get to the bottom of the question. Probably worth doing one of these live conversations you run so we’ll 😉
Responding to Canda‘s comment above yours, too many execs pressure solution providers to do what they themselves can’t—create an environment of communication and understanding.
Look, and this may seem harsh, but in the past 40-plus years, I have met many CEOs who don’t know their elbow from their earlobe. A June 2024 CNBC report indicates that “71% of CEOs say they experience imposter syndrome, according to a new Korn Ferry survey.”
These are just a couple of examples from my archive of incompetent leadership:
A senior exec from the Treasury Board emailed me to say that my research may be correct regarding an initiative’s likely failure, but they followed the proper bid processes, which is what matters.
Another CEO, the younger brother of a successful exec, was one of the dumbest people I have ever met and talked with. I was surprised he could put his pants on the right way.
During the height of the dot com boom, a CEO told me they went to bed one night and woke up to their stock going through the roof. They had no idea how it got there; they only knew they wanted to stay there. They then asked me how and offered a lot of money to work with them.
It is easy to see how Deloitte arrived at its results: Only 26% of procurement leaders are seen as “highly effective” in driving strategic value for their organizations – https://bit.ly/4em2L8O.
Tech won’t fix the above!
30
Extra Reading Material
The book “Unstable at the Top” was written by Manfred F.R. Kets de Vries and Danny Miller. Published in 1987, the book explores the dynamics and psychological factors affecting leadership, organizational behavior, and executive decision-making. It delves into the challenges faced by leaders in top management positions and how personal traits and organizational structures contribute to both success and instability at the executive level.
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