EDITOR’S NOTE: Since it is DPW Amsterdam this week, I am getting an unusually high number of DMs regarding the conference agenda. I am also moderating the social media feeds.
As a result, the number of daily posts may increase this week to accommodate breaking news, so don’t be surprised to see two or possibly three daily posts starting earlier in the morning to accommodate the time difference.
New technologies emerging all the time, for pain points, niches and challenges we may not have been even aware of.
But getting carried away with singular solutions may come with a risk.
They may address todayโs individual challenges but often overlook the adaptability and flexibility required at the architectural level. At worst, they can even solidify a monolithic approach, limiting scalability and long-term flexibility.
A long-term success with Procurement technologies requires a solid foundation with a composable and adaptable core supported by an array of micro-services expanding and consolidating capabilities as needed.
The enterprise architecture needs to be capable to support both immediate needs and long-term goals.
So rather than just thinking about what you need right now, think about how you can respond to long-term goals such as:
โช๏ธelevating user experience and adoption โช๏ธmaximising the potential of current solutions โช๏ธaddressing process integration gaps โช๏ธleveraging data assets across applications โช๏ธbuilding pathways for future capabilities โช๏ธmodernising your infrastructure to remain agile and competitive
Consider how you can shift technology evaluations from singular solutions to strategic choices that enable an architecture of ๐ฃ๐ฟ๐ผ๐ฐ๐๐ฟ๐ฒ๐บ๐ฒ๐ป๐ ๐ฉ๐ฎ๐น๐๐ฒ ๐ข๐ฟ๐ฐ๐ต๐ฒ๐๐๐ฟ๐ฎ๐๐ถ๐ผ๐ป.
Take a comprehensive view on how you can augment your entire Procurement technology ecosystem at the foundation, allowing to flexibly plug-in and complement Source to Pay solutions as best suited, just like pioneering teams do with #Olympe.io.
Here is a comment I made in another discussion stream that relates to your post, Pedro Berrocoso:
Consider this case example of supporting the MRO requirements of the DND IT infrastructure from the late 1990s into the 2000s: https://bit.ly/3FBnFRr.
The contract SLA required a 90% or better next-day (24-hour) delivery performance across the country. I was brought in when it was 51%, and the client was at risk of losing the contract.
At the time, most organizations were using a sequentially siloed equation-based approach, e.g., technology-process-people or process-technology-people model.
I employed an agent-based approach, which leads with people-process-technology. What was critical to success is that I expanded the model’s scope to include all influencing stakeholders both within and external to the enterprise. It was based on my strand commonality theory and the existence of related attributes within seemingly disparate streams of data.
Within 3 months, the SLA performance was at 97% the next day. Within 18 months, the collective buying group went from 23 to 3. The resources that were freed up could then focus on managing the exceptions using a similar model.
In short, you must know the problems before introducing any tech
Procurement Insights
Do you know the problem you are solving with technology: Taking a “problem-first” approach to digital transformation
Posted on October 7, 2024
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EDITOR’S NOTE: Since it is DPW Amsterdam this week, I am getting an unusually high number of DMs regarding the conference agenda. I am also moderating the social media feeds.
As a result, the number of daily posts may increase this week to accommodate breaking news, so don’t be surprised to see two or possibly three daily posts starting earlier in the morning to accommodate the time difference.
ON-STAGE WITH PEDRO BERROCOSO
๐๐ผ๐ฟ ๐๐ถ๐ด๐ถ๐๐ฎ๐น ๐ฃ๐ฟ๐ผ๐ฐ๐๐ฟ๐ฒ๐บ๐ฒ๐ป๐, ๐ฏ๐๐ถ๐น๐ฑ ๐ณ๐ผ๐ฟ ๐๐ผ๐บ๐ผ๐ฟ๐ฟ๐ผ๐, ๐ป๐ผ๐ ๐ท๐๐๐ ๐๐ผ๐ฑ๐ฎ๐.
New technologies emerging all the time, for pain points, niches and challenges we may not have been even aware of.
But getting carried away with singular solutions may come with a risk.
They may address todayโs individual challenges but often overlook the adaptability and flexibility required at the architectural level. At worst, they can even solidify a monolithic approach, limiting scalability and long-term flexibility.
A long-term success with Procurement technologies requires a solid foundation with a composable and adaptable core supported by an array of micro-services expanding and consolidating capabilities as needed.
The enterprise architecture needs to be capable to support both immediate needs and long-term goals.
So rather than just thinking about what you need right now, think about how you can respond to long-term goals such as:
โช๏ธelevating user experience and adoption
โช๏ธmaximising the potential of current solutions
โช๏ธaddressing process integration gaps
โช๏ธleveraging data assets across applications
โช๏ธbuilding pathways for future capabilities
โช๏ธmodernising your infrastructure to remain agile and competitive
Consider how you can shift technology evaluations from singular solutions to strategic choices that enable an architecture of ๐ฃ๐ฟ๐ผ๐ฐ๐๐ฟ๐ฒ๐บ๐ฒ๐ป๐ ๐ฉ๐ฎ๐น๐๐ฒ ๐ข๐ฟ๐ฐ๐ต๐ฒ๐๐๐ฟ๐ฎ๐๐ถ๐ผ๐ป.
Take a comprehensive view on how you can augment your entire Procurement technology ecosystem at the foundation, allowing to flexibly plug-in and complement Source to Pay solutions as best suited, just like pioneering teams do with #Olympe.io.
๐๐โ๐ ๐ป๐ผ๐ ๐ท๐๐๐ ๐ฎ๐ฏ๐ผ๐๐ ๐บ๐ฒ๐ฒ๐๐ถ๐ป๐ด ๐๐ผ๐ฑ๐ฎ๐โ๐ ๐ป๐ฒ๐ฒ๐ฑ๐, ๐ถ๐โ๐ ๐ฎ๐ฏ๐ผ๐๐ ๐ฏ๐๐ถ๐น๐ฑ๐ถ๐ป๐ด ๐ณ๐ผ๐ฟ ๐๐ต๐ฒ ๐ณ๐๐๐๐ฟ๐ฒ.
Thatโs how you make technology work for you!
Reach out to discuss with me how to best rethink your Source to Pay architecture from a rigid monolith to an adaptable advantage.
Image credit: David Rogers at hashtag#dpw
HERE ARE MY THOUGHTS
Here is a comment I made in another discussion stream that relates to your post, Pedro Berrocoso:
Consider this case example of supporting the MRO requirements of the DND IT infrastructure from the late 1990s into the 2000s: https://bit.ly/3FBnFRr.
The contract SLA required a 90% or better next-day (24-hour) delivery performance across the country. I was brought in when it was 51%, and the client was at risk of losing the contract.
At the time, most organizations were using a sequentially siloed equation-based approach, e.g., technology-process-people or process-technology-people model.
I employed an agent-based approach, which leads with people-process-technology. What was critical to success is that I expanded the model’s scope to include all influencing stakeholders both within and external to the enterprise. It was based on my strand commonality theory and the existence of related attributes within seemingly disparate streams of data.
Within 3 months, the SLA performance was at 97% the next day. Within 18 months, the collective buying group went from 23 to 3. The resources that were freed up could then focus on managing the exceptions using a similar model.
In short, you must know the problems before introducing any tech
Are you chasing solutions or solving problems? (Part 1 of 3)Features, functions, and benefits Proprietary Technology Leading Edge Technology Plug and
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