Influencing your Senior Manager A Practical View John Malloch Head of Procurement University of Exeter

Scope Practical – personal view Lessons and observations No direct theory Influencing senior managers and others

Why do we have to influence people? Co-operate and align our aims to … Plan and manage categories Source collaboratively Manage contracts and categories Use prices and deals Improve service Minimise maverick activity Etc … to improve service, value, efficiency and innovation

So what’s the problem? Time to engage (“too busy”) Not interested Not important enough They know best; it’s been tried before; that won’t work … Habit – it’s easy, comfortable and ingrained Culture – departmental habits Leaders that block Dispersed organisation – doing different things in different places Not enough procurement people Top leadership interested but it’s not a priority Etc …

Case Studies Finance Director Director of Estates Facilities Manager College Finance Manager College Manager

Finance Director Analysis Limited time My battles must not interfere with his strategic objectives Approach Prioritised my aims Identified his important aims and problems Supported those aspects but wove in my objectives Fed my aims into the appraisal process Result 4 extra procurement specialists Removed the construction risk Gained Energy and Sustainability (unintended consequence) Improved savings

Director of Estates Analysis Estates did its own thing: ‘compliance’ was window-dressing Biggest spend and biggest risk Big construction programme Approach Recruited a specialist to handle construction – senior grade Streamlined ITTs to ease workload and gain trust and access Advertised Estates’ successes in procurement Key meetings Regular meetings to chart progress Frequent informal engagement of director – few, strategic topics ‘Tapped’ the capital process and instituted PO approval Result Engagement Efficiency, savings and compliance No longer my highest procurement risk

Facilities Manager Analysis Large spend, no compliance Few contracts, cosy deals, favoured suppliers, hidden data, unusual arrangements Senior manager was the blocker People OK! Approach 1 st PO identified the expenditure FD split the service 2 nd PO ran further competitions and a basic savings programme Another PO attempted to normalise the purchasing process 3 rd PO identified key people and gained trust and allies Result Frameworks used for many services Value, service and efficiency improved Our purchasing officer is a trusted partner Still much more to do …

College Finance Manager Analysis Forward-thinking ambitious college with good ideas about efficiency Poor strategic procurement Approach Built professional relationship with Finance Manager Procurement Officer worked with high-spending stakeholders Provided help, but inserted process, value and compliance But stood our ground with £800k of marketing spend (pa) Sacred cow / long-standing incumbent “it’ll never work” / “you don’t understand marketing” Careful, collaborative work, but we remained firm Result 25% better value; innovative solutions; delighted customer! General spin-off = first point of call

College Manager Analysis Most senior and experienced Biggest-spending college Most outward-looking college manager Approach Work more closely Solve problems, and be flexible Result Useful discussions, including development of college supply chains Developed concept of Procurement Partner Procurement sponsored the college purchasing team ‘Leaned’ purchasing processes and reorganised team

What factors help or hinder? Luck Opportunity Major changes – piggyback them! Receptive people Shared values or goals Timing Culture (including the effect of leadership) Soft skills Trust – takes time to build Context – period of investment / change / directive Time Resources – time, people & money Authority – what can you do without significant challenge

What can we do? Focus carefully on fewer key aims We are limited (time, effort and money) - accept we can’t do everything Select (e.g.) 3 top aims and appoint ‘owners’ Play the long game – slow burn relationships for the future Exploit opportunities (but only if you can sustain them) Find mutual objectives (or align them) – we need shared success Demonstrate clear SUCCESS (even if small) Let the departments claim the success Ensure others refer to it Publish case studies Others will want the same! Maintain effort – don’t lose months of work Habit = Cue – Routine – Reward Hardwire new processes to reinforce the habit Hire people with interpersonal skills Be flexible

Summary Follow opportunities (if they fit your plan and resources): People / categories / contracts / requests for help / suppliers Client-pull not procurement-push Develop relationships Find allies (and bypass blockers if necessary) Create benefit for the clients (their value not yours) Invest your time and effort where there’s demand, support and opportunity Don’t fight big battles unless worth it. but stand your ground when important Focus on key areas – don’t spread your resources Offer help, but say ‘no’ more often