We can get somewhat absorbed by the issues within the four walls of our own organisation. It's a comfortable zone, and remote work often amplifies this.
When we step outside, it may just be to the office. This means we’re not spending enough time “outside the building” — to borrow a phrase from entrepreneur and author Stephen Blank — to gain the fresh perspective we truly need.
Perspective
In a previous blog, I discussed the importance of asking the right questions and creating ambitious problem statements that inspire action. Building on that theme, once you’ve crafted a statement that unites stakeholders and generates excitement, it’s time to step aside and avoid rushing to solve the problem – slow down to go fast. Before you act, ensure you’ve gathered enough new information and explored fresh possibilities. What are others doing? What’s possible? What has worked? What mistakes have others made?
In our experience, the traditional transactional procurement model, which prioritises cost and contractual tightness and hardens requirements before possibilities are fully explored, is inefficient and ineffective. Instead, the co-creation model is designed to collaboratively build solutions, select the right partner, and lay the foundations for a partnership that will operate as a mutually beneficial relationship.
There’s no single approach to this, as research takes many forms. However, we suggest a new approach that can be applied to a variety of situations. We call it a Request for Engagement (RFE), a variation of the RFI and RFP. Your RFE should outline key information, including: your problem statement, targeted outcomes, the current context, key projects in your pipeline, future scenarios or ambitions, your working environment, strategy, objectives, priorities, issues, constraints, and more. With this in hand, you’ll engage a shortlist of potential partners in a collaborative dialogue. These will likely include some incumbent suppliers (who could become partners) and/or new suppliers with proven experience in your sector, and with a partnership mindset.
By “partnership mindset,” I mean suppliers who are willing to invest in the relationship, offer valuable insights and innovation, work collaboratively in a shared context, and take a long-term view. This includes the ability to take commercial risks to achieve desired outcomes. I plan to explore strategic partnerships in more detail in a future post.
Co-creation
Next, invite your shortlisted candidates into a co-creation process to explore the “art of the possible.” This new model is designed around shared goals, open dialogue, iterative problem-solving and creating alignment.
The process prioritises cultural fit, adaptability, and commitment to innovation as well as technical capabilities as these are what matter in maximising efficiency and a productive relationship.
In a previous client engagement, we briefed suppliers verbally at the beginning, helping them qualify the opportunity. Transparency and trust-building are key if you want to unlock the best they have to offer. Engaging in open conversations is vital, as prospective partners need to know your mind is open to being challenged. Discourage them from simply telling you what they think you want to hear — this will become evident quickly. Instead, encourage raw perspectives and candid viewpoints, grounded in real-life experiences — the good and the bad. The nature of the process provides for straight-talking and feedback. You are collaboratively building towards optimised solutions as opposed to ‘being sold to’. Equally, the suppliers need time to weigh-up the situation – are we prepared to back ourselves? Is this an environment where a partnership can flourish?
We advocate a series of workshops and design sprints which build and test hypotheses. These are driven by the supplier as this provides valuable insight into an organisation's culture and reveals their true behaviours. The lack of rigid “rules” in this process generates more valuable insights than a traditional approach might. In our experience, the high-touch open engagement leads to well-developed solutions. This process significantly speeds up what comes next as you evaluate the supplier’s suitability, harden the detail, develop contracts and transition to the new world.
Innovation
We’ve found that supplier organisations field strong teams for this kind of engagement because it’s unconstrained, collaborative, transparent, and encourages the best ideas and approaches. If you’re an A-player at a supplier organisation, you’ll naturally be drawn to such opportunities because they allow you to express your ideas fully.
Sales is a two-way street. It’s in your best interest to “sell” your opportunity to the market especially when you’ve an open mind and open door. Suppliers are always qualifying opportunities and looking to invest wisely, so make it easier for them.
It all begins with stepping outside your comfort zone and getting out of the building.
Published by Brian Farrelly, General Manager - Ireland