In sourcing this is a hidden killer. The best sourcing relationships should be invisible to the customer. The more successful the sourcing relationship the more invisible it becomes. This is also seen in sourcing governance. In successful sourcing relationships you often get the customer and provider saying, ‘Well, everything is going well, so I don’t see the point in holding these meetings any longer’. What should happen is that the focus must change from a typically rear-view transactional approach to a proactive strategic approach. This change in focus has proven extremely difficult for both providers and customers alike to manage.
In sourcing it is the successful relationships which are often the target for cost cutting by new C-level executives. It is human nature to notice pain, and unfortunately when no pain is obvious it is assumed there can be further cost savings. Try to avoid this trap. Placing your firm into a strategic coma is not a wise business decision.
This maxim is related to the Peter Principle, which says: "In a hierarchy, every employee tends to rise to his level of incompetence."
This aphorism is linked to ‘I’.
No comments:
Post a Comment