Podcasts about iaccm

Luego de habernos introducido, en nuestros webinars anteriores en el mes de agosto de 2022, en el mundo de la gestión contractual y habiendo analizado el propósito del contrato y el rol del contract manager, en esta tercera sesión del 30 de setiembre avanzaremos más allá de la problemática planteada, intentando encontrar soluciones a los problemas más comunes en contratación. La participación en clase será fundamental por lo que sugerimos revisar contenido en EALDE Business School sobre el tema contractual, para optimizar los beneficios de este webinar. – Acerca del ponente, Pablo Cilotta – Pablo cuenta con una trayectoria legal en posiciones en Sudamérica (Argentina), y Europa (España). En los últimos años se ha focalizado en la gestión de contratos comerciales, habiéndose trasladado de Argentina a Madrid en el inicio de los años 2000, donde dirigió aspectos legales y contractuales a nivel EMEA para una empresa de software con matriz en Nueva York, finalmente adquirida por Microsoft. De regreso en Buenos Aires, Pablo ha continuado involucrado en temas de negociación y gestión contractual y particularmente se ha integrado académicamente a la IACCM (International Association for Contract and Commercial Management) donde luego de obtener su certificación académica, constituyó y desarrolló la comunidad hispanoparlante abarcando regiones tales como Latinoamérica, España y Portugal, publicando artículos sobre la materia en español e inglés y coordinando foros y eventos regionales. En julio de 2015 fue designado “Director South and Central America” de la IACCM para liderar la expansión de la asociación en la región y a partir de septiembre de 2015 se encuentra también a cargo de la del Sur de Europa.

En nuestro webinar del 4 de agosto nos hemos introducido en el mundo de la gestión contractual. En esta segunda sesión, a partir de la problemática planteada, nos focalizaremos en el rol del Contract Manager y su labor junto al Project Manager, identificando por qué razones el Project Management debe poner pié en esta nueva disciplina y dominar el campo del contract management. La participación en clase será fundamental por lo que sugerimos revisar contenido en EALDE Business School sobre el tema contractual, para optimizar los beneficios de este webinar. – Acerca del ponente, Pablo Cilotta – Pablo cuenta con una trayectoria legal en posiciones en Sudamérica (Argentina), y Europa (España). En los últimos años se ha focalizado en la gestión de contratos comerciales, habiéndose trasladado de Argentina a Madrid en el inicio de los años 2000, donde dirigió aspectos legales y contractuales a nivel EMEA para una empresa de software con matriz en Nueva York, finalmente adquirida por Microsoft. De regreso en Buenos Aires, Pablo ha continuado involucrado en temas de negociación y gestión contractual y particularmente se ha integrado académicamente a la IACCM (International Association for Contract and Commercial Management) donde luego de obtener su certificación académica, constituyó y desarrolló la comunidad hispanoparlante abarcando regiones tales como Latinoamérica, España y Portugal, publicando artículos sobre la materia en español e inglés y coordinando foros y eventos regionales. En julio de 2015 fue designado “Director South and Central America” de la IACCM para liderar la expansión de la asociación en la región y a partir de septiembre de 2015 se encuentra también a cargo de la del Sur de Europa.

Find out more on our website: https://bit.ly/36mPdfe The emergence of a networked world has created a core framework for a relational economy, but this shift is frustrated by the lack of institutions, procedures and rules necessary for its management. Emerging technologies provide an opportunity for new thinking and to turn the theory of relational economics into practice. The intersection of a relational approach to contracting and digitisation creates a perfect environment for relational economies to be measured as ecosystems of contracts. Join Sally Guyer, CEO of World Commerce & Contracting and Adrian Furner, Fellow of World Commerce and Contracting as they present the findings of a major EU Commission Study and specifically how a dataset of AirBnB contracts and innovative friction point analysis was used to demonstrate the way contractual networks impact consumer behaviour and consumer benefit; how contracts can be interpreted as boundary objects which are capable of connecting relational and transactional information in a single and unified modelling framework. Speaker: Sally Guyer: A boarding school education gave Sally the confidence to follow an unconventional path that has led her to being CEO of one of the world's fastest growing non-profits. Her mission is to inspire and support the World Commerce & Contracting team and our global community to collectively drive positive change in the world of commerce of contracting. In 2014, Sally was invited to join World Commerce & Contracting as a part-time contractor, leading its activities in Europe... a year later she became COO, charged with bringing structure and discipline to the fast-growing and entrepreneurial association. By 2018 she was leading and supporting the global team and members to pursue excellence in commercial and contract management as Global CEO. In 2019, Sally was invited to become Chair of the Board for the Open Contracting Partnership and in May of 2021 was appointed Professor in Practice in Strategy and Innovation at the University of Durham Business School. Adrian Furner has 30+ years' experience in the design, implementation, and delivery of commercial transactions using a wide portfolio of models from the simple traditional models though to new and novel business models. He has worked in a variety of sectors including defence and security, aviation, technology, infrastructure, banking and financial services, and natural resources. As an experienced practitioner Adrian is focused on 'Commercial Excellence', supporting organizations in developing and leveraging their 'commercial acumen' to gain better business outcomes. This includes: raising their commercial awareness; designing and implementing innovation models; and deploying relational contracting to enhance business performance. Adrian is a member of the Institute of Engineering and Technology (IET), and an Honorary Fellow of World Commerce & Contracting (formerly IACCM), where he is a former member elected Board Director. He has a BEng in Production Engineering and Management from the University of Nottingham, and has also completed the London Business School Corporate Finance Programme along with executive education programmes at both Wharton Business School and Oxford Saïd Business School. Adrian has contributed to a number of books on commercial and contract management and co-authored the Professional Services Leadership Handbook (www.koganpage.com/pslh).

Jacqueline Horani is the founding attorney and consultant of Horani Law, PLLC and Legally Unconventional. She graduated from NYU School of Law in 2016 dedicated to public interest impact. Within the first year and a half of launching her own firm, she went from defining her role as an Integrative Lawyer working with small businesses, to co-creating and teaching the first law school clinic in the U.S. focused on the Conscious Contracts® model alongside J. Kim Wright.  Since launch, Horani has advised entrepreneurs from those just dreaming of the possibility of a new future, to early-stage start-ups serving clients locally and across the globe, to multi-million-dollar revenue companies. Frequently invited to speak worldwide, including at the Integral European Conference, the World Commerce & Contracting Association (formerly the IACCM), the New York State Bar Association, and New York Women in Business, Horani is passionate about simplifying complex ideas. She believes in bringing clarity, inspiration, and sustainable tools and solutions to her audiences and is a vocal advocate for both the Integrative Law Movement & the Conscious Contracts® process.  In this episode, we discuss: - How Jacqueline's start in owning a business introduced her to the idea of focusing on her goals and aligning her vision. - Succeeding in aligning her inner moral compass with her career goals to maintain her love of practicing law and share it with her students. - Overcoming the feeling of constant competition. - Staying aligned with your vision while facing outside hardships.  Please let me know your thoughts!  Connect with Jacqueline Horani: WebsiteL https://www.legallyunconventional.com/  Insta: @legallyunconventional  Linkedin: www.linkedin.com/in/legallyunconventional Connect with Cindy Watson: Wesbite: https://watsonlabourlaw.com/  Facebook: https://www.facebook.com/womenonpurposecommunity/  Twitter: https://twitter.com/WomenOnPurpose1  Instagram: https://www.instagram.com/womenonpurposecoaching/  YouTube: https://www.youtube.com/channel/UCCHOGOsk0bkijtwq8aRrtdA?view_as=subscriber  Learn more about your ad choices. Visit megaphone.fm/adchoices

Welcome to our Elevate Debate series. Featuring industry leaders and Elevate Experts supporting and defending an approach, a viewpoint, or a practice. This episode features Elevate co-founder and Head of Innovation, Pratik Patel,with Jason Barnwell, Microsoft, Assistant General Counsel, and leader of Modern. Modern is driving the strategy and execution to digitally transform and modernize Microsoft's legal department practices and ways of working. [01:22] Topic: If you're a general counsel and you can't drive 1% net earnings, you should step aside[02:17] Let's make it spicy; 1% is not enough [03:37] The First point of descent, if I'm a GC, I will probably over-index on long term value[5:50] Velocity – structure around inputs and outputs[7:10] Reactive legal depart response[9:03] IACCM survey suggests 9% of revenue; could be net income leakage during the contracting process[12:12] There is a need for a mind shift[13:25] Many see themselves as a risk manager[15:20] Legal has access to business intelligence that can assist the business and drive value[17:10] Love the idea of activating entrepreneurism[18:00] The Socratic question

Stephane is a Senior Manager in the Contract Management team at Amadeus, and has a background in engineering.He's been with the company more than ten years, and leads the Contract Management team worldwide, and is responsible for strategic vision, helping the company drive efficiencies in contract management, including how to build and manage contracts.He is a regular speaker at international conferences on automation and contract management (IACCM, DocuSign), and in his role at Amadeus has helped put in place automation and electronic signature for all business units (HR, Procurement, Sales, Finance).He has some sage advice for other people in roles like his - namely, don't try to build solutions from scratch. Talk to expert partners or organisations that have gone through similar transformations and analyse your current tech stack to see what it is you really need. He has some clear visions for what the next six to 12 months will bring, and thinks that, though it may be difficult, companies should still be aiming to invest in legal tech in 2021. Tune in to find out more. 

On this week in sales we’ll be looking at: - If insurance salespeople are now obsolete - Why selling practice might make perfect - If you should get paid daily rather than monthly And much more! This Week In Sales hosts: Victor Antonio – Youtube.com/user/salesinfluence Will Barron – Salesman.org/Youtube Topics: Your car insurance salesman is now an AI bot connected to blockchain Malta-based virtual assistant firm Vaiot has integrated IBM’s Watson Assistant with the Cosmos blockchain to sell car insurance. The new platform features an end-to-end sales process that does not require human assistance to complete the car insurance contracts. The mobile app interacts with customers via voice or text, initially asking a series of questions to identify and suggest insurance options. https://cointelegraph.com/news/your-c... X.ai X.ai the leading meeting scheduling tool for individuals and teams, today announced a major update to their AI scheduling technology that lets their users request a meeting over email or Slack in any language. https://salestechstar.com/sales-marke... MindTickle raises $100 million Helps large and small businesses through it’s sales readiness platform has raised $100 million in venture funding. https://techcrunch.com/2020/11/15/sal... Prospify Discover the proposal software that gives control and insight into the most important stage of your sales process. From design to sign-off, get the confidence and consistency to dominate your deals. https://www.proposify.com/ Hold the Emoji and Other Tips for Successful Email Negotiations According to 2019 research (that was recently published) by IACCM, a global contract management association, about 75 percent of contract negotiations are completely virtual. https://knowledge.insead.edu/blog/ins... Perfect Practice Makes Perfect UPtick enables reps to practice the real-life customer interactions they face. Like playing a video game, reps work their way through challenging scenarios and receive consistent, expert feedback from UPtick’s virtual coach. https://www.sciolytix.com/products/up... Surprising Changes Ahead For B2B Sellers (Forrester) Mary Shea, principal analyst at Forrester – “I’m calling 2020 the year that B2B, sales, marketing and buying has changed forever.” AI and automation put sellers on a path to fulfil their consultative destiny – Shea believes that technology will increasingly take mundane tasks off of salespeople and give them better insights to be more consultative advisors. B2B sellers become experts at creating and engaging with video – “Historically, you would look for a salesperson who is a great communicator, a great problem solver, someone who can overcome objections and kick open that door and close that deal. B2B sales leaders activate more employees on behalf of commercial goals “The lone-wolf seller is facing extinction,” proclaims Shea. “As buy-side teams increase in size, expectations and expertise, we also need the selling teams to increase so that you have breadth and depth to meet the needs of a range of different buy-side stakeholders who may have different and competing agendas.” Sales tech consolidation accelerates as buyers demand end-to-end solutions – “Our research shows that about 41% of B2B organizations have reduced the size of their sales organization as a result of COVID economic hardships.” This cost pressure is impacting the tech tools sales forces use as well. https://www.forbes.com/sites/johnelle... Getting paid every day PayPal is one of the first major companies to pay its workers as soon as it’s earned rather than having to wait every two weeks. The move came after looking at the compensation and spending habits of its lowest-paid workers, many of whom were living paycheck-to-paycheck and relying on expensive borrowing (the company also boosted salaries after the research, says Bloomberg). By Alexander Besant, Editor at LinkedIn News https://www.linkedin.com/feed/news/ge... TV shows mentioned: - The Crown - Raised By Wolves

Casey Kuhlman is the CEO of Monax, a leader in digital legal infrastructure. A respected blockchain-native Software-as-a-Service company, Monax builds decentralized systems and growing ecosystem applications. They describe themselves as dog-lovers and do gooders, ex-marines and mindfullness-advocates, photographers and music-lovers, artists and craftsmen, gamers and cooks, athletes and tinkerers. "We are some of the brightest minds in the open-source community, mavericks in blockchain technology, certified lawyers, software engineers, legal technologists and designers."Prior to co-founding Monax, Kuhlman was the head of legal information systems at the U.S. Open Data Institute. He is also an ex Marine, having worked in West and East Africa. We bumped into one another on Twitter a month or so ago when he said:Dear #legaltech . Dear #blockchain . Can we please. For the love of all that is holy. Just stop. And completely erase the parts of our brain that contemplates #smartcontracts ... Except for those that are deep futurists.I thought this is a guy I need to speak to!In this podcast Casey makes the point that there is a long way to go in advance of assuming systems can make contracting smarter. Not least the digtisation of contracts in the first place.He also foresees a time in the relatively near future that the Balkanisation of the tech scene is storing up problems for customers as they seek to do business with others who operate alternative systems. This is a theme I'm hearing more of - not least in the forums of World Commerce & Contracting (formerly IACCM). The free flow of data is going to become the next major talking point in #legaltech.

Join IACCM President, Tim Cummins, Rolls Royce Chief Counsel, Will Morris, and Icertis VP and Chief Evangelist, Bernadette Bulacan, as they discuss the initial findings of the 2020 Top Negotiated Terms Report.

In 2014, Sally faced a big decision when she was invited by IACCM to join as a part-time contractor, leading business development in Western Europe. The work was varied, fascinating and addictive ... a year later she found herself working full-time as Chief Operating Officer, charged with bringing structure and discipline to the fast-growing and entrepreneurial association.The International Association for Contract & Commercial Management (IACCM) enables both public and private sector organizations and professionals to achieve world-class standards in their contracting and relationship management process and skills. With over 70,000 members across 184 countries and 24890 corporations, IACCM is leading the way in responding to the demands of global networked markets.Its membership is drawn from many industries and is made up of contract and commercial managers, negotiators, attorneys and supply chain professionals. Hundreds of organizations have also established Corporate Memberships, gaining enhanced services that support their performance and understanding of market trends.In this episode Sally shares her hopes for the future and highlights how major corporations are adopting technology and best practices in order to focus their time and effort on more strategic matters, rather than wasting time discussing terms and conditions that don't really differ from contract to contract. Increasingly she is seeing GCs adopt standardised contracts, helping streamline their contract negotiations, and technology is playing a key role. Tune in to hear what Sally has to say about the future and her hopes for the sector.

In this episode, NEX host Kingsley Martin and Tim Cummins discuss:The most important legal technology changes that will happen in the next decadeThe benefits of contract lifecycle management technology platform tools and how to make the most of data-driven contracting methodsHow the European Commission (EC) is thinking about new ways to measure EC economic activity as a contract ecosystem “Ten years from now, I think we will absolutely have seen a massive increase in the standardization of contract terms. We are moving toward a world of greater clarity, of intelligibility, and we start to understand the performance and outcome impacts of our terms and conditions.” -Tim Cummins About Guest Tim Cummins, President,  IACCMTim Cummins is President of the International Association for Contract & Commercial Management and leads the Association's extensive research programs and interactions with universities and business schools. Prior to IACCM, Tim's business career included executive roles at IBM including a period on the Chairman's staff, leading studies on the impacts of globalization and the re-engineering of IBM's global contracting processes. His earlier career involved the banking, automotive and aerospace industries, initially in Corporate Finance and later in commercial and business development. He led negotiations up to $1.5 billion in value and his work has taken him to over 40 countries. Tim's writing is extensively published and he has acted in an advisory capacity to government bodies in countries that include the US, UK, Australia, Canada, and Japan, as well as regular briefings to senior managers at many of the world's largest companies. About Host Kingsley Martin, Chief Contract Scientist, AkordaKingsley Martin is Chief Contract Scientist and Co-founder of Akorda.  In this role, he guides the development of Akorda’s AI software by creating data-driven methodologies that form the basis of contract science. Kingsley regularly consults with law firms, large corporations, and governments to optimize their contacting processing. Kingsley is also the founder of KMStandards and contractstandards.com. Kingsley served as CIO at AmLaw 100 firms and held strategic planning roles at Thomson Reuters. Kingsley holds law degrees from Oxford University and Harvard Law School. 

In the latest episode of the GDS podcast, senior writer Sarah Stewart talks to Chantal Donaldson-Foyer, Head of Product and Warren Smith, Programme Director about the Global Digital Marketplace. The trio discuss how the Global Digital Marketplace is helping to tackle corruption, a $2.6 trillion problem.   Sarah Stewart: Hello, and welcome to the GDS Podcast. I’m Sarah Stewart, I’m a senior writer at the Government Digital Service. I’m in the studio today with two aficionados in the world of government procurement, Chantal Donaldson-Foyer and Warren Smith. Chantal, you’re head of product for the Global Digital Marketplace and Warren, you are the programme director for the Global Digital Marketplace. Welcome to you both.   Chantal Donaldson-Foyer: Thank you.   Warren Smith: Thank you very much.   Sarah: So just to start off, could you tell me a little bit more about your roles, what exactly you do?   Chantal: All right. So as head of product of the Global Digital Marketplace, I look after the programme as a whole in terms of our offering and what we’re going to do with the country. So we’ve got teams who are looking after each region and I help the product managers for each of these regions build up their offer and actually deliver it.   Sarah: Cool, Warren?   Warren: So, I have the easy job, I set the direction, the vision and make sure that we have the senior stakeholder relationships maintained in our partner countries, and that includes with the FCO as well.   Sarah: Now, government procurement enthusiasts will know what the Digital Marketplace is – but for those who don’t I thought it would be a good idea to do a quick recap before we move onto talk about your international work. So what is the Digital Marketplace?   Warren: The Digital Marketplace is a platform that is available to all of the UK public sector to enable them to buy digital data and technology products and services in support of government transformation.   Sarah: And we do that along with the Crown Commercial Service?   Warren: Yes, we do, they’re a key partner organisation for us in the Cabinet Office.   Sarah: Now, before the pair of you worked on the Global Digital Marketplace you were also on the Digital Marketplace.   Warren: Correct.   Sarah: I did describe you as aficionados earlier, so I’m going to put this claim to the test, and enrich our listeners understanding, and try and make government procurement even more interesting, with a quiz.   Warren: Love it.   Sarah: You’re going head-to-head.   Chantal: No pressure.   Sarah: No pressure. Okay, so this is on the Digital Marketplace. What happens when you open up the procurement market to suppliers of all sizes rather than just big tech companies? I’ve a list of four things that you could possibly pick from.   Warren: Oh, it’s multiple choice.   Chantal: Okay, yes.   Sarah: It’s multiple choice.   Warren: You encourage a more diverse supply chain to be involved.   Sarah: That’s on my list. Okay, well done.   Chantal: You get better value for money.   Sarah: That’s correct. It’s happening even in the room as we speak. There’s the air of…   Warren: Anticipation? (Laughter)   Sarah: I was going for competition. The increasing competition. And also the locations are more diverse.   Warren: Of course. Yes.   Sarah: Okay, this might be slightly harder. Second question, what was the Digital Marketplace’s total sales figure at the end of March?   Warren: £5.7 billion.   Sarah: Wow, correct. Okay, can you tell me what is the government’s aspirational target figure for SME spend?   Chantal: The target figure is £1 in every £3 to be spent with SME.   Sarah: By which date? Bonus question.   Warren: 2022.   Sarah: Yes.   Sarah: Which government launched its own digital marketplace in record time by working with us and using our open source code?   Chantal: Australia.   Sarah: Correct.   Chantal: Yes.   Sarah: The bonus question, how many weeks did Australia take to launch its own digital marketplace?   Warren: Six.   Chantal: Five?   Sarah: Five is the correct answer   Warren: 5 weeks, good on them.   Sarah: I have to say, yes, very good, good job. I’ve got to say, it’s a relief between the pair of you, you both got them right. So I think we’re all up to speed on the digital marketplace, so let’s go global. What is the Global Digital Marketplace?   Warren: The Global Digital Marketplace is a programme that’s working in partnership with the Foreign and Commonwealth Office aimed to help overseas governments in emerging economies to tackle corruption by transforming their procurement of digital data and technology products and services.   Sarah: How did that come about?   Warren: It was mainly following the summit that took place in 2016. Where it was felt that there was an opportunity to apply the same approaches that we’ve taken in the UK to open up markets to open up procurement and make it more transparent as a way of helping to tackle closed markets, closed processes, and more opaque processes that are often the breeding ground for corruption so that was really the sort of genesis of the concept that became the Global Digital Marketplace programme.   Sarah: The corruption angle is very interesting,how in practical terms is this corruption happening?   Warren: So it’s a good question. I think when considering corruption you have to look at the whole system in which corruption is taking place. On the one end you’ve got the very obvious corruption which is where individuals are for personal gain misappropriating public funds, but I think you also have to look on the opposite end of the spectrum where weaknesses within the system could lead to corrupt practices  to take place. So perhaps inefficiency and effectiveness within government processes or the systems, or opacity within those processes, a lack of transparency, these are all opportunities for reform and are often the breeding ground for where the corruption can start to manifest. I think certainly the Global Digital Marketplace Programme is focusing on designing out opportunities for corruption to take place and focusing on the people involved so that we can help to build capability and increase integrity.   Sarah: We spend $9.5 trillion a year, so that’s global government procurement spend, and that’s not just IT, and of that number 2.6 trillion, which is nearly 30%, is lost through bribery or corruption.   Warren: Yes.   Sarah: So it’s a huge thing that you’re trying to tackle here. How exactly does it work, how did you begin this process?   Warren:  So we first engaged with a range of governments that were priority countries for the FCO. This is after we got the endorsement and the backing to actually take this approach. It all really starts by having the conversations with the governments and the supply chains and civil society organisations within those countries to understand what are the barriers, what are the challenges, and equally what are the opportunities for how we can work together. We’re not claiming that we’ve solved the problem by any means in the UK but we’ve made a start, and an important start, in showing that a different way of thinking and working in – to tackle procurement is – it is possible. We also look to opportunities to how we can learn from other governments as well as sharing what we’ve been able to achieve in the UK.   Sarah: I’m really interested in the diplomatic angle here, because – say for example your friend is singing very, very badly, you might not want to tell them directly they’re singing very, very badly but it’s in everyone’s interest for them to get better. How do you approach governments, like what’s your first step, and do you take a different approach for every country, do you go and meet them?   Warren: Yes, and that’s a really important point, is not to take a standard one size fits all approach, you have to tailor your engagement approach depending on the context, and, yes, I’ve got loads of friends who are terrible singers-   Sarah:  Even in a band?   Warren: I know, yes, myself included, that’s why I’m never on the vocals. So very quickly, even though the kind of the starting point for the conversation is around tackling corruption and procurement reform, very quickly the conversations turn to government transformation and public service transformation and greater openness and transparency of government. So I think it’s really important to see the antithesis of the negative and focus on the positive, because that’s very much where the impact and the outcomes that we want to achieve are associated. Yes, that’s how we shift the conversation to one of the future positive.   Sarah: And so for the record, who, which countries are we dealing with?   Chantal: All right, so we are currently in five countries, so that’s in Latin America, Mexico and Columbia and South Africa in Southern Africa and Indonesia and Malaysia in Southeast Asia.   Sarah: What about the discovery work, so how does that kick off?   Chantal: So actually to do the discovery we engaged with the UK supply chain to help us conduct all of the research that was necessary for us to define what the delivery of the programme was going to be. So we worked with four partners who come with us to the country and try and understand what are the opportunities that exist, what current best practices or great examples we could kind of build and grow further, and also what the challenges were in the countries to understand where we could add value and where we could work together, share our experience, see whether that can help them, or not.   Sarah: So can you tell me some of the things that came out of that early stage discussion work with the suppliers? What kinds of things were they saying about what they wanted?   Chantal: Each of the suppliers had a different area of expertise, and an area that they were looking at in countries across all five countries, and including some of our team and some people from GDS came along to the discovery. So actually over the last five weeks, four weeks, we’ve been working together in workshops to define what we have found, because actually we think that by bringing together all our findings we can come up with a better rationale rather than everyone working on their own, so we’re just currently formulating what our findings are. I think there are several themes that come out, but overall the Global Digital Marketplace is looking at things beyond just the digital marketplace, so it’s all its associated reforms, looking at the standards and assurance process before contracts are awarded, the spend control process, then how procurements are designed, how contracts are designed, then the assurance of the delivery itself, how data underpins all of that, as well as the capabilities that are available in countries, and so together we’ve reviewed all of that and pretty much in all countries found opportunities at each of these levels I think, and in terms of transparency, an exciting part of that is looking at how we could help these countries share more of their data in the open contracting data standard.   Sarah:How were those countries identified in the first place?   Warren: So we were provided with a long list of potential partner countries by the FCO, which are priority countries for them in terms of anti-corruption. It was necessary for us to prioritise out of that long list, because we’re a small team to begin with, so we used a range of publicly available indexes to give us a general measure of complexity. Things like the World Bank’s Ease of Doing Business Index, Transparency International’s Corruption Perceptions Index, and various others from, like, the OECD and such like, so that gave us a, yes, an overall score which enabled us to put countries into two different tiers, so we focused on the tier one countries effectively. Why can't the UK government just write a how-to guide and provide some open source code and let a government get on with it? Chantal: I think part of what we’re trying to do as well is show our way of working, so bringing user-centred design principles as well as our agile ways of working into our delivery so that we can share that with partner countries live, and so that they can really experience it and feel it, rather than just reading something, some nice guidance and some stats about how it makes things better, but actually being there, feeling it, engaging with the users directly is so powerful that no guide would be able to match that kind of experience, and I think that’s why we wanted our delivery to be very much implementation focused because that’s the best way to learn.   Warren: I think just building on that, I mean, that’s exactly what we did for Australia as a bit of an experiment in 2016. They could have just come in and taken the code but actually it was the combination of open source code and technical assistance from UK government, in terms of GDS, sending some people from the team to spend the time with them to take the code and to implement, I think that’s what – it was the combination of those things which led to their delivery in just five weeks.   Sarah: So how do you work with five countries, like what does your month look like, where are you touch points, how do you meet, how do you collaborate?   Chantal: Well, it’s quite hard, especially when you look at it on a map and think about just the time zone problem, it’s a massive challenge for our team, but it’s also really exciting because we get to work together with the overseas Embassies and High Commissions who support us on the ground. Yes, so we do visits every few months in country and then use other tools to be able to talk, stay close. Warren: We use Slack we use Hang Outs, so even though we are geographically distant and time zone presents a challenge it’s still possible to have a working relationship with a highly distributed team, I think, yes.   Sarah: I’d like to talk a little bit about MOUs, Memorandums of Understanding. You’ve just signed some, tell me about those.   Warren: Yes, at the beginning of March, Kevin, our director general, signed three MOUs with some not for profit organisations to support Global Digital Marketplace. That’s really exciting. It’s been some time in the making but we’ve got there so, yes, each of those organisations are recognised globally for their leadership, for their skills, for their experience and capabilities, all of which support the strategic direction of Global Digital Marketplace. So   Warren: The first is the Organisation for International Economic Relations, or the OIER Which is also the organisation that’s behind an initiative called ‘United Smart Cities’.   Sarah: Where are they based?   Warren:  Vienna. The second is the Open Contracting Partnership, or OCP, and the third is the International Association for Contract and Commercial Management, or the IACCM. The OIER and United Smart Cities are focused on implementing information communication and technologies to support the delivery of sustainable smart cities. They are active across the globe in a number of cities and they are closely linked to a number of United Nations agencies as well. The Open Contracting Partnership is an organisation that’s spun out from the World Bank and they developed the open contracting data standard. They are huge advocates and great campaigners for greater transparency in public procurement, and the Open Contracting Data Standard , or the OCDS, is a key element of the Global Digital Marketplace programme delivery, and the third, the IACCM, is a globally recognised organisation that’s focused on building capability and capacity in commercial and contracting.   Sarah: What does their signing the MOU mean in real terms?   Warren: It gives us the ability to align on common areas of interest. It gives us the ability to identify countries where we have a common interest in and where we’re already engaging, and it also gives us the ability to bring together those – the skill sets of the different organisations and thinking about the collective rather than the individual. We have a workshop planned in a couple of weeks’ time in Vienna where we bring together all of the organisations, and we look forward to the next 12, 18 months and identifying those opportunities for collaborative delivery. It’s really important that we look at the tangible delivery opportunities that can draw on the individual capabilities of each organisation.   Sarah: Where are you in the process now, you’re collecting feedback from the discoveries?   Chantal: Currently we are analysing still the findings from - well, we’re towards the end of that, but we’ve done the trips to the five countries, we’ve brought together all the teams that have been doing that, so both client and GDS, and we’ve brought together the findings and now we’re developing the recommendation. This is going to be a kind of a long list, that we’re going back into countries to present and discuss and shape that together with our key stakeholders there what the next phase of delivery is going to look like. Our next phase is our alpha phase where we want to pilot different types of approaches, so we’re just trying to see what will that exactly look like and also how does that fit in with what the stakeholders in each country want to achieve, and matching that is our next step   Sarah: So are you working with just national governments or sub-national governments?   Warren: Both, yes.   Sarah: How does your approach differ   Warren: The engagement approach is consistent. I think the challenges faced are different. In very much consistent with the UK sub-national, are closest to frontline service delivery, so either city or municipality level, and national obviously is trying to take a national view on what to do. What we’re trying to do is transcend those organisational boundaries, and actually there is a level between that which might be, say, states in which obviously there are multiple cities or districts, so it’s looking at, okay, what are the needs of each of the different levels of government, where are the challenges, and what are the opportunities that we can help to bring together coordination between national efforts and sub-national efforts on the ground.   Sarah: Are you on a timer here? What are your target delivery dates?   Warren: Ultimately we’re funded until 2022, which is in line with the UK’s anti- corruption strategy, so that’s another 3 years on that current funding envelope, and while we’re taking the long view we’re looking at how we can then break that down into the next 6, 12, 18 months, and always have a rolling view of what our activities are likely to be notching through that time period.   Sarah: Will you identify any other places to work?   Sarah: Because I saw a map.   Warren: There’s always a map.   Sarah: I've seen a map and they had some some rather exotic locations, but I saw Bristol.   Warren: I wanted to, in that map, I wanted to call out a couple of UK cities. The list to call out is too long on that small map, but initiatives like the Local Digital Declaration and leading local government organisations who are really showing the way in terms of what digital transformation can look like at a local level. Calling those out on the map gives us the ability to bring together stakeholders who are trying to do the same thing in different countries around the world. So, for example, the profile of Bristol might be very close to a city in Indonesia where they have a similar demographic or they have a similar set of challenges, there could be value in bringing those stakeholders together to share information, share technologies, share approaches, share lessons learned so that everybody can benefit from one another. That’s certainly a really key part of what we’re trying to do, is bring together and form a global community of reformers where procurement transformation is the heart of their digital transformation as well.   Sarah: It’s a bit like town twinning for the digital age.   Warren: Funny you should say that because that’s exactly how… Yes, digital twins.   Chantal: I would add also that we’re seeing really interesting initiatives in some of our partner countries and we’d like to explore the idea of exchanging experiences between them, so it’s not just a UK to another country exchange but really this community is self-organised and has people talking all over the world. That’s the ambition at least.   Warren: Absolutely, and it’s multi-stakeholder, it’s multi-directional, so it’s not about, as you say Chantal, it’s not UK pushing out to others, it’s actually this we’ve got a lot to learn from other governments, the flow of information and expertise should be multi-directional and, yes, when you start connecting different regions and governments in those regions , and the UK is kind of convening that, I think that presents some really interesting opportunities. Yes, so while we’re focused on the Global Digital Marketplace programme as funded by the FCO with an anti-corruption focus, there’s certainly an opportunity to look beyond that and maybe that’s the next phase of our work.   Sarah: So what kinds of initiatives have piqued your interests across the globe?   Chantal: think the most exciting initiative I came across was probably in Guadalajara in the Mexican state of Jalisco, where we saw that they’ve done some incredible work at mapping the city and mapping different services, so it’s city services across the city so that you could see what was happening where, and also the town planning so this could inform their future policies and interventions, which was just really, really remarkable.   Warren: A couple that I have seen. For example, in Malaysia, Selangor State, they have a very bold ambition to be the smartest state in the Association of Southeast Asia Nations by, I think 2026. That’s all about embracing digital civic participation to deliver transform public services, so their Smart Selangor Delivery Unit is one of our key stakeholders in Malaysia. Equally, in Indonesia, West Java province, so the current governor of West Java was the former mayor of Bandung City, Ridwan Kamil, so he’s a very forward thinking, senior leader who understands the role of digital and technology in delivering transformed public services. Again, they’re likely to be a key partner for us.   Chantal:Yes, we’ve seen the Colombian procurement body Colombia Compra Eficiente, they’ve published a whole bunch of their data in the Open Contracting Data Standard quite recently so that’s been a really fantastic initiative we’ve seen.   Warren: Equally, Mexico are very forward in terms of their embracing Open Contracting Data Standard.   Sarah: That’s quite a lot.   Warren: Yes, so this is I think what’s exciting, it’s not only understanding the opportunities for what we can do together in a country, it’s what we can learn from other countries where they’ve perhaps been a step or two ahead of the UK. Chantal: An example in South Africa is that they have a central supplier database, which was developed quite a few years ago, but is actually a really good example of how having data in one place is actually incredibly powerful. Different ministries are essentially able to draw from that to be able to sense check the suppliers that are bidding for their procurements so that’s been a very impressive piece of work we’ve seen.   Sarah: In your Indonesian example you touched on leadership, how much of your work is around leadership and culture?   Warren: I think that’s absolutely integral to all of it. We have been identifying who are our key stakeholders to lead and sponsor, but also how do we ensure that when we’re working together that they have that vision and the direction and they’re able to bring their teams along with them? There was an article published I think just last week actually in GovInsider talking about the CIO for Malaysia, and she’s fantastic, she’s visited GDS at least once, I think a couple of times, and so when we were presenting to her actually the tables turned quite quickly and she was basically presenting to us about how they’re using GDS standards and approaches as their benchmark for how to deliver their transformation. It makes for a very engaging and compelling conversation when the leaders within the countries are basically saying we want to align around these kinds of principles and practices which then means that we’ve got a really solid foundation for a good conversation and delivery.   Sarah: Is it possible to identify any quick wins against corruption? Is it a case of just making contracts really, really simple and then you can, you know, that’s the first step in winning the battle?   Chantal: I like that making contracts simple as a quick win, because contracts are certainly a very difficult challenge I think generally in the world of procurement. I think there isn’t really a quick win in tackling something as systemic as corruption, but I think there is something around starting small and choosing a very specific area in a location, in a sub-national government for example, and trying to build that out. Showing how that works, and also building the buy-in of stakeholders across the board that this approach can work. I think it’s not really about quick wins, more about choosing – starting small, testing it out, iterating it and growing it in the long term.   Warren: I think that relates also to your question around culture, because the ingrained systemic issues of corruption can often be quite an overwhelming thing to tackle, by demonstrating, as Chantal says, that it is possible to take a different approach by starting small, demonstrating a success, building trust and building confidence and bringing people along with you on that journey and then scaling from there and I think it’s hugely satisfying when you can see the delight in a stakeholder or the users, to see, “Oh my goodness, change is possible,” and people are really looking for that change. So, yes, it’s that approach of incremental and iterative and then scaling from there I think is absolutely key.   Sarah:The Global Digital Marketplace is a partnership between GDS and the Foreign Office, Foreign and Commonwealth Office, who does what?   Warren: GDS is responsible for the delivery of the programme. FCO, they’re responsible for a broader overarching programme which is called the ‘Global Anti-corruption Programme’. That contains a number of activities of which the Global Digital Marketplace Programme is one. They’re managing quite a diverse portfolio of activities that involve a number of other government departments, some multilateral organisations like the OECD and the UN are involved as well. Our focus and our responsibility is on delivering against the objections that we’ve set which will help to achieve the more broader objectives of the FCO’s Global Anti-corruption Programme.   Sarah: Will we continue to engage with suppliers going forward, and if so how?   Warren: Absolutely. In exactly the same way as we have done in the UK, the supply chain is an absolutely critical element for our transformation. We would mirror that approach in our engagements, particularly as we move beyond discovery and transition  into alpha we will be reengaging with our supply chain partners in the UK to share the opportunities for how they could work with us to support Global Digital Marketplace delivery over the next 12 to 18 months.   Sarah: What will be keeping you busy in the short term?   Chantal: What’s keeping us busy is the trips to our partner countries because we’re, as I mentioned earlier, going there to present what we think might be good activities for the next stage and discussing and shaping that with them, so over the next two, three months we’re going to go over different parts of the team, but I think it’s that coordination of who’s going out when that’s currently keeping us busy, and then actually being in country and engaging and running workshops, presenting our findings, that’s really what’s going to be the next, yes, the next phase.   Warren: Yes, and that’s not without its complexity because we are engaging with a broad spectrum of stakeholders, the decision makers in the country, the people that we want to partner with in order to support our delivery, and that includes domestic supply chain in country as well as civil society organisations.Trying to line up the right people to gain their buy-in and their support for our plan going forward is absolutely critical. We have to be respectful of their availability so, yes, that’s going to be a diary challenge for us all.   Sarah: So you’ve been here since nearly the beginning of GDS’ creation, could you have imagined that the Digital Marketplace would be global?   Warren: No, certainly not at the beginning. I think it goes back to – it absolutely goes back to Chantal’s point of the importance and the power of starting small, iterating and then scaling those approaches, which is effectively what we’ve – what we’re doing now, and the fact that the digital marketplace is now being seen by the Crown Commercial Service as a key enabler for their transformation I think is testament to the fact that the successes of what we’ve seen through the Digital Marketplace so far have been recognised, and now we can build upon those things from a domestic UK perspective, and equally the same goes for overseas with the Global Digital Marketplace programme. Yes, it certainly wasn’t the anticipation from day one but nice to see that evolution, yeah.   Sarah: Can you tell me about the makeup of the Global Digital Marketplace team, who have you got in there?   Chantal: So the Global Digital Marketplace team is growing right now, so we’ve been doing a whole bunch of hiring in the last couple of months and are still in the process of doing that. I’ll talk about what our finished team will look like, but essentially so we’re going to have a product and delivery duo looking after a region, so three, we’ve got three regions, and then we’ve got subject matter expertise on digital and data and technology skills and capabilities, commercial and commissioning, as well as-   Warren: Standards assurance.   Chantal: Standards and assurance. Then we’ve got also, in our different partner countries, we’ve got delivery support in each of the Embassies or High Commissions who are supporting the delivery on the ground   Warren: So that shape is suited to our activity over the next kind of 12, 18 months, isn’t it? We would naturally look to shape and reshape the team if we need to, but certainly the roles that you’ve articulated, Chantal, those are our core civil servant delivery focused roles that we’ve been putting in place.   Chantal: Yes, and I would also add to that. We’ve been supported by different teams in GDS as well, so the standards and assurance team have supported us on our discovery as well as the digital data and technology capabilities team. They’ve been crucial at shaping what our discoveries were like and the kinds of things we were investigating, and some of which have – some of who have also joined us on our discovery trips.   Sarah: Where can people find out more about your work?   Warren: The GDS blog. Yes, certainly the GDS social media channels. We would like to be regularly talking about the work that we’re doing, being open about the work, and once we’ve had an opportunity to share discovery, insights and propositions with our stakeholders in country we’d like to be able to talk about that openly as well, so keep your eye out for that.   Sarah: Excellent. Well thank you so much for joining me on the GDS podcast, it’s been a pleasure to learn more about the work that you’re doing   Warren: Thank you for having us.   Chantal: Thank you.

When we hear about ‘fintech’ providers, most of us immediately think of a quickly shifting ad diverse landscape of startups – highly innovative companies, some of which are here today and gone tomorrow. If partnering with a fintech is even on your company’s radar screen, how can procurement develop a reasonable strategy for such an unpredictable industry? I’m joined today by Andy Atkins, a professional commercial contract manager with a decade of experience negotiating and drafting complex financial, information technology and telecommunication agreements. He is an IACCM Certified Contract and Commercial Manager as well as a Certified Professional in Supply Management and Certified Professional in Supplier Diversity by the Institute for Supply Management (ISM). His broad array of industry experience has empowered him to become a subject matter expert in supplier management, including intricate multi-million-dollar transactional agreements. Andy recently authored an article for IACCM’s Contracting Excellence Journal titled, ‘The ‘FinTech Five’ – Mitigate Risk by Focusing on Five Clauses’ (see link below). It caught the attention of the AoP team, and we brought him on the podcast to discuss the fintech industry (and more) for a broader procurement audience. In this conversation, Andy covers points such as: • What is fintech (or financial technology), and how mature are the providers in the market? • How to perform due diligence on startups, regardless of the product or service they provide. • What are the differences between procurement in highly regulated industries such as financial services and pharmaceuticals and managing spend in less regulated industries? • The importance of understanding your customers’ perspective – no matter what industry they are in. • How procurement can be seen as a value-add rather than an internal roadblock by earning the trust of stakeholders and decision makers. --- Today’s discussion does not condone nor condemn the investment, business relationship, acquisition or trading of any equity directly related to a financial technology company or entity. This podcast discussion is strictly for educational purposes and is not for legal or financial advice. The opinions represented here do not necessarily reflect those of Andy’s current or previous employers and Andy is speaking today on his own behalf without further representation.

Taking the conversation forward, from our earlier podcast "contract management 101" Mani Agarwal - Head of Contract Compliance & Optimization, Capgemini Business Services, spoke with Agnieszka Chmiel - Head of iCCM/CCO Operations at Capgemini and with the Global CEO at IACCM - Sally Hughes. In this podcast, they speak about the evaluation tool that IACCM and Capgemini have jointly developed - https://software.iaccm.com/. They talk about the thought process behind developing such a tool and why was it necessary. Have to listen to learn more about the tool and how automation technology is helping contract management. You can access the Innovation nation magazine here – https://www.capgemini.com/business-services-thought-leadership/innovation-nation/innovation-nation-winter-2019/ Follow Capgemini Business Services for all the latest trends and insights from Business Services experts - https://twitter.com/CapgeminiBusSvc Connect with our experts on social media – LinkedIn – Sally Hughes - https://www.linkedin.com/in/sallyfhughes/ Agnieszka Chmiel - https://www.linkedin.com/in/agnieszka-chmiel-5b249062/ Mani Agarwal - https://www.linkedin.com/in/maniagarwal/ Twitter - Sally Hughes - https://twitter.com/sally_iaccm Agnieszka Chmiel - https://twitter.com/AgnChmiel Mani Agarwal - https://twitter.com/mani_agin

Episode 09: Triple O Productivity for your contract process - How to make your contracting process more productive MINDSET: GET CURIOUS On this episode, we do a ‘why’ oveview of contract process mapping. We lay out the broad way to use Triple O Prodcutivity™ to improve your contract process productivity. The next episode delves deeper into the ‘how’ of contract process mapping. • Why you have to get your contract process in sync with your contract document • An example of an out of sync, slow process and how process mapping fixed it. • Why a visual map of a process is so important *Key Takeaways* For a contract to operate at optimum productivity, all the users of a contract must row together with complete trust in each other, the contract document and the contract process. Ask the 3 key contract process Triple O Productivity questions…. 1. Obliterate: Do we need this step in the process? Can we do something else so this step isn’t needed? 2. Optimise: Now we are left with only the necessary process steps, is there a way to make every step in the contract process smooth, simple and speedy? 3. Outsource: What parts of the contract process are best completed by… • a Robot Minion? • a Contract Owner Minion? • a Customer Minion? • a Minion Minion? • Me? *Actionable Challenge* Consider a contract process you find frustrating or slow or annoying and instead of getting frustrated, get curious and make three lists… Approvals – Make a list of all the different approvals in that contract… when you have all the names and departments of every “approver”, you can then ask them what they “approve”… what are their concerns they are looking for in the contract… Thresholds – Once you know the approvers & what they are looking for, you can develop a list of thresholds next to each approver… is there a certain level of risk they are concerned about? Are they just wanting to make sure everything is standard? Ask them what (if any) level of risk or value would mean their approval isn’t needed… ask them what areas they are concerned about and add this to the list. Knowledge management and upskilling – With an understanding of who the approvers are, their current concerns and thresholds for needing to approve or not, you can then provide clear advice about the different options available at different levels… once they have your advice and understand the process themselves, they might not want or need to approve any more or perhaps their approval will take minutes, not days. LINKS Sarah McCoubrey, ‘Can plain language change our approach to conflict’ (November 2016) Presented at Clarity2016, Wellington, New Zealand. Retrieved via clarity2016.org/can-plain-language-change-our-approach-to-conflict, accessed 7 June 2017. ‘Lawyers should be enterprise architects’ - George Dent, ‘Business Lawyers as Enterprise Architects’ (2009). 64 The Business Lawyer 279 (2009); Case Legal Studies Research Paper No. 08-25. Available at SSRN: ssrn.com/abstract=1264063 ‘Contracts and Legal staff are good at fixing problems. However, this ignores the point that many of those problems could have been avoided.’ IACCM, ‘Top Negotiated Terms 2015: No News Is Bad News’ (21 January 2016) iaccm.com/resources/?id=9105&login&welcome# , accessed 10 June 2017. DocuSign: https://refer.docusign.com/s/verity Australian Story, ‘She's Not There’ (14 July 2008) Retrieved via abc.net.au/austory/content/2007/s2304453.htm, accessed 9 May 2017. Head to https://www.checklistlegal.com/podcast for show notes, resources links, and templates. Music: 'Sway this way' by @SilentPartner

In this podcast, Craig Conte - Head of Contract Compliance and optimization (CCO) at Capgemini and Krzysztof Kwiatek - Tools and technology manager for CCO at Capgemini engage in an interesting conversation with, Tim Cummins - CEO of IACCM and Sally Hughes - COO of IACCM, to discuss a joint report titled ‘Contract Automation Mapping Technology solutions’ that Capgemini and IACCM are working on. This report which will be released in early 2018 aims to cut through a lot of buzz words that surround the contract management technology tools currently available in the market and it will provide organizations with more objective choices. Have a listen to find out why the team decided to work on such a report and why it is the need of the hour in contract management. If you are a contract management technology tools vendor and would like to be a part of this report then you can reach out to IACCM by sending an email to info@iaccm.com You can also connect with the team on Twitter – @craigjconte - https://twitter.com/craigjconte @sally_iaccm - https://twitter.com/sally_iaccm @tcummins - https://twitter.com/tcummins @iaccm - https://twitter.com/iaccm @CapgeminiBusSvc - https://twitter.com/CapgeminiBusSvc Or on Linkedin: Craig Conte - https://www.linkedin.com/in/craig-conte-1026714/ Krzysztof Kwiatek - https://www.linkedin.com/in/kwiatekkrzysztof/ Sally Hughes - https://www.linkedin.com/in/sallyfhughes/ Tim Cummins - https://www.linkedin.com/in/tim-cummins-62248a/ IACCM - https://www.linkedin.com/company/102020/ Capgemini Business Services - https://www.linkedin.com/showcase/3963330/ You can also visit https://www.capgemini.com/service/business-services/optimize-your-supply-chain-and-vendor-performance/contract-compliance-and-optimization/ To know more about Capgemini’s Contract Compliance & Optimization (CCO) solutions

My guest today is Nick Seiersen, a Director with the International Association for Contract and Commercial Management, or IACCM for short.   Nick is an contracting expert, and it is a topic that I haven't covered on the show in as much detail as I think it deserves!  In our conversation, I wanted to explore a couple of topics – firstly, what are some of the contracting pitfalls that Nick sees Buyer’s make time and time again that we should be aware of, and then secondly is there such a think as innovation in contracting. Nick shares innovations taking place both in terms of commercial models, but also contract design and shares one particular example in which a fully illustrated contract was used in lieu of a standard employment contract. I'm not sure that lawyers will soon be replaced by artists, but it was really interesting to hear what is possible if we think outside of our traditional assumptions of how a contract must be written.

Today Buyers Meeting Point welcomes back Michael Robertson, CEO of POD Procurement and the author of The POD Model: The mutually-beneficial model for buyers and suppliers which enables an increase in profit through commercial collaboration. Previously, Mike came on BMP Radio to discuss his book and the model in general. Today, Mike is back so we can explore a topic that emerged during our last conversation: how procurement communicates about contracts. He has also written about this topic in response to a recent IACCM report on LinkedIn. In this conversation we discuss: The true size and scale of the opportunity that exists for procurement teams who can learn to better articulate their true value to the business.The importance of seeing all value created - whether through contracts or otherwise - through the eyes of those we are creating it for rather than through our own more narrow perspective.The clear action steps procurement professionals can take today to ensure the proper contract type is used in each case.

If knowledge is indeed power, is the ability to access people and information faster, cheaper and conveniently anytime, from anywhere, the definitive game changer in the procurement world? Joining me today to talk about her vision that became Procurious is Tania Seary. During this 30 minute segment I will be asking her the following questions: 1. In his latest book Dr. Robert Handfield talked about the definite and definitive break between older or past generation procurement professionals, and the new, emerging generation. If we accept Dr. Handfield's assessment, what impact has this had on the somewhat meteoric rise of the Procurious community? 2. Generally speaking, what impact has and will social media/networking have on the procurement profession as a whole? 3. IACCM CEO Tim Cummins made the statement that the traditional membership model based on the payment of annual fees no longer represents a sustainable or viable framework. He then went on to say that associations have to move to an al la carte model in which payment is received for specific services in which the value can be clearly demonstrated. What are your thoughts regarding Cummins' assessment? 4. While Procurious works closely with a number of associations, such as ISM and CIPS, given your growth and increasing market influence, what impact will Cummins' assessment have on these current relationships? 5. Where do you envision Procurious being in the next 5 years?   Lawsuit Update: A Campaign For Truth @ https://procureinsights.wordpress.com/2016/03/21/lawsuit-update-a-campaign-for-truth/

In this Procurement Perspectives Podcast, Kelly Barner shares guest audio from Tim Cummins, CEO of ISM, speaking at a recent NEC seminar. In it, he talks about the changes in approach companies will need to make to how they facilitate collaboration through contracts given the increases in complexity and uncertainty. The full interview can be viewed on YouTube here:      https://www.youtube.com/watch?v=vMXP2OGSoOM   You can comment here or by following Kelly on Twitter: @BuyersMeetPoint

I would once again like to welcome from Buyers Meeting Point to share information of this week's events and news from the world of purchasing, Kelly Barner. NOTE: This week in procurement events is incredibly busy with 10 events in a four day period. In my opinion, the best webinars address procurement as a service (Spend Matters, gep), relational contracting (IACCM, Revitas), and the next installment of CPO Rising 2015 (Ardent Partners, SAP/Ariba). In this week's guest audio, I have selected an excerpt from the Procurement Unplugged conversation on PI Window last week with ISM CEO Thomas Derry. I believe it was a very good conversation in that it demonstrates just how accurately Derry sees the challenges facing procurement and the changes ISM must make to stay relevant.    Share your thought's on what you believe is The Future of Procurement on Twitter using the hashtag #FutureBuy Be sure to visit the Buyers Meeting Point website @ http://buyersmeetingpoint.com

I would once again like to welcome from Buyers Meeting Point to share information of this week's events and news from the world of purchasing, Kelly Barner. NOTE: This week's recommended events include webinars from IACCM and Proxima Group as well as the next installment of the Procurement Unplugged Series on Blog Talk Radio. In this week's guest audio excerpt, Henrik Balslev, a Director at Scanmarket, reviews the competitive considerations when auctions are selected as a negotiation approach. You can listen to the full webinar on Auction Strategy or read my notes using the following links: https://attendee.gotowebinar.com/register/2523496098100793346   http://buyersmeetingpoint.com/blogs/bmps-qthe-pointq/entry/webinar-notes-driving-excellence-global-auction-trends-best-practices   Share your thought's on what you believe is The Future of Procurement on Twitter using the hashtag #FutureBuy Be sure to visit the Buyers Meeting Point website @ http://buyersmeetingpoint.com

I would once again like to welcome from Buyers Meeting Point to share information of this week's events and news from the world of purchasing, Kelly Barner. NOTE: This week, I recommend events from IACCM, PI Window, Nipendo, and SAP/Ariba. In this week's guest audio, we will hear from social psychologist Roy Baumeister regarding his study into willpower and decision fatigue, and consider what steps we can do to ensure optimal decision making in a fast-paced, demanding environment. The full 15 minute speech is available on YouTube at the following link, and is absolutely worth watching: https://www.youtube.com/watch?v=vefDeoXCBbk   Share your thought's on what you believe is The Future of Procurement on Twitter using the hashtag #FutureBuy Be sure to visit the Buyers Meeting Point website @ http://buyersmeetingpoint.com

I would once again like to welcome from Buyers Meeting Point to share information of this week's events and news from the world of purchasing, Kelly Barner. NOTE: In this week's guest audio we will hear an excerpt from a November 11th panel webinar hosted by Proxima, featuring Jon Hansen, Tim Cummins the CEO of IACCM, Robin Shahani the Managing Director and CPO at TD Ameritrade, and Jonathan Cooper-Bagnall the Head of Commercial Strategy at Proxima. The event is available on demand on Proxima’s website, and can be accessed here: http://insight.proximagroup.com/the-procurement-team-of-the-future Share your thought's on what you believe is The Future of Procurement on Twitter using the hashtag #FutureBuy Be sure to visit the Buyers Meeting Point website @ http://buyersmeetingpoint.com

I would once again like to welcome from Buyers Meeting Point to share information of this week's events and news from the world of purchasing Kelly Barner.   NOTE: In this week’s guest audio from YouTube, we’ll hear from Lisa MacLeod, a sales leadership consultant and author, and one of the speakers on a recent IACCM sponsored webinar titled 'Committing to Value Buying and Value Selling'.   Be sure to visit the Buyers Meeting Point website @ http://buyersmeetingpoint.com   NOTE: Here is the link to the Forbes article to which I had referred in the broadcast; The One Thing The Greatest Salespeople All Have

In his September 1st, 2010 Commitment Matters blog post titled "The Power of Negotiation," IACCM CEO Tim Cummins made reference to the paper ‘A Conspiracy of Optimism’ from the International Center For Complex Project Management. The paper identified the ‘conspiracy’ that leads executives on both sides of the table to ‘lie’ to their trading partners and to create a combined version of ‘the truth’ that leads to mutual delusion over what they can achieve, by when and for how much. It was an interesting article to say the least, and one which provides a powerful backdrop for today's guest Keld Jensen who joins me to talk about his book SMARTnership: The Third Road.