Peter Petersen

The BIG challenge from now to 2035: A high demand for leaders with transformation skills, but not enough supply! Nearly 60% of C-suite reports increasing worries about sourcing leaders with the skills to meet the challenges of the next decade. The survey was done in Q1 2025 of 400+ European C‑Suite executives and 100 private equity investors (EU + US). Organizations face a convergence of disruptive forces: ✅ Digital acceleration & AI transformation ✅ Workforce transformation spurred by talent shortages, shifting values, and generational change ✅ Geopolitical & economic volatility, including inflation, new regulations, and fragile supply chains ✅ Succession uncertainty, as many lack resilient, forward-looking leadership pipelines How are you taking on this challenge as a C-suite leader or an Executive Search recruiter? Johanna Frelin Pernilla Ramslöv Marie Berner Moberg Azra Osmancevic Patrik Hofbauer Lena Franzén Lindfors Jeanna Tällberg Annelie Nässén Lovisa Ekman Linn Roslund Martin Hansson Monica Längbo Magnus Tegborg Jan Jendeby Håkan Ekström Liv Gorosch Eva Ekedahl Scott Newton Liselotte Hägertz Engstam 🌏♦️Maria Zalamans Furenmo ♦️ 👉 Read more here: https://lnkd.in/dCqrX-dk #leadership #succession #transformation #ai #data #boardofdirectors #talent #digitalacceleration #strategy #business #resilience #future #skills

69

44 Kommentare

What does successful tenure look like in procurement today? It used to mean five, ten, even fifteen years with one company. Now, two to three years is often considered solid. In some cases, even that feels like a stretch. Job jumping has become part of the landscape. For some, it reflects ambition. For others, it’s burnout. And often, it’s the result of organizational shifts, budget cuts, or limited room to grow. Staying in one place doesn’t always mean stability, and leaving doesn’t always mean failure. But procurement is a long game. The biggest wins often come after months of groundwork: Building internal trust, reshaping vendor relationships, developing sourcing strategies that actually stick. You can’t always do that in a year. So, what are we really valuing? Are we prioritizing short-term results, or the kind of work that takes time to get right? Do we reward the polish of a fast-moving resume, or the grit it takes to stay and fix what’s broken? Furthermore, why are we willing to pay someone new more than someone who has stuck it out and solved complex organizational problems? Maybe tenure isn’t about years anymore. Maybe it’s about impact, trust, and whether you left the function stronger than you found it.

59

8 Kommentare

Procurement as a Strategic Enabler: Lean-Agile Procurement (LAP) has the power to transform procurement from a bottleneck into a driver of speed, innovation, and outcomes. By streamlining traditional processes, LAP consistently reduces procurement cycle times by 9 to 15 months. If we take a conservative midpoint of 12 months saved per project, then running just 10 LAP implementations in a single year effectively removes an entire decade of cumulative procurement delay from the system. This isn’t just about efficiency — it’s about delivering government mandates within the political and electoral window, before priorities shift or technology becomes obsolete. In practice, that means projects don’t languish in procurement pipelines — they land in the hands of citizens, departments, and stakeholders when they matter most. The math is simple, but the impact is profound: with each adoption, we compound strategic advantage, accelerate innovation to market, and ensure public promises are kept on time. Lean-Agile Procurement Alliance Mirko Kleiner Mike Blanchard MSCM- FCIPS (CS) - MCILT Ron Cormier Ant Boobier Sarah Blackie Simon Reindl Simon Bourk Robert Robinson Alistair Croll Paul N. Wagner Gary Cooper Sophie DURAND Marcus Ward Avi Schneier #procurement #gcdigital #gcdefence

34

8 Kommentare

Chasing the idea of ‘best in class’ can be a dangerous game in procurement transformation.  🎧https://lnkd.in/eks7rEKm Benchmarks are important, but what if you select the wrong ones? What if they take you in the wrong direction because you’re trying to measure yourself by someone else’s best in class? This common mistake has tripped up many transformations - procurement ends up trying to build something that's not necessarily fit for the purpose of the organization they work in. In this week’s Art of Procurement podcast, I share a conversation I had with Tanya Roach, SCMP, Director of Procurement at Federated Co-operatives Limited while I was at the 2025 Supply Chain Canada National Conference in Calgary. She talks about her team’s transformation, including where they started and where they chose to focus. #procurement #transformation #bestinclass

82

6 Kommentare

Most SRM strategies stop at performance reviews, but that’s not where risk starts - And it’s definitely not where value ends... After 20+ years in procurement, I advocate a simple blueprint that I call the 3-Layer SRM Checkpoint. It's a framework you can use to assess supplier relationships that are built to last. Use it in your next supplier review and let me know in the comments below if you found this helpful. #Procurement #SupplyChain #CIPS

137

37 Kommentare