It is said with an ease and just as hard as it can be – right? EBG have done several surveys asking managers about the will to change they perceive their organisation to have. It all comes back the same way. All have clear targets as to what should be done. You have the authority to fulfill it. You know who you need to inform and communicate with. And internal managers do nothing to help. You know how you need to communicate and inform those who care too little. But you do not have the resources for that.
In this discussion the same topic is being discussed. “How Procurement Professionals Can Win Over Reluctant Internal Customers, Part I “
Or what about this;
“It’s a common scenario: a procurement department seeks to take or expand its control over an area of spend but is thwarted by internal customers’ refusal to cooperate.
Your management knows that the procurement department should manage that spend. You know that you should manage that spend. Consultants tell you that you should manage that spend.
But all of that collective wisdom is defeated by the internal customer. They have no desire to work with you and, without that desire, you don’t stand a snowball’s chance in you-know-where of influencing that spend.
You: “But trade journal articles say that this area of spend should be managed by the procurement department.”
Them: “So what?”
You: “Our competition’s procurement department manages this spend for them.”
Them: “I don’t care.”
You: “The procurement department has been charged with saving the company ten million dollars this year and we won’t reach our goal without managing this spend.”
Them: “Too bad.”
What do you do? How can you win over reluctant (read: stubborn) internal customers?
Well, it takes at least two very important things to convince these people to let the procurement department get involved…”