DASHMAN REDUX

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DASHMAN REDUX
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ANALYSIS

• WALLY HAS NO FORMAL POWER B THEREFORE MUST
  DEVELOP INFLUENCE
• TO ACHIEVE PERFORMANCE, LOCAL PURCHASING MANAGERS
  MUST CHANGE THEIR BEHAVIOURS
• WALLYS POSITION IS UNDEFINED B THEREFORE WALLY
  HAS THE OPPORTUNITY TO DEFINE HIS ROLE, HIS
  BUDGET, ETC.
• THE ORGS PREVIOUS HISTORY TELLS US THAT
  CENTRALIZED BUREAUCRACIES ARE LIKELY TO FAIL.
• WHILE THERE ARE MANY WAYS TO ACHIEVE PURCHASING
  IMPROVEMENTS, THE ONLY ONES THAT COUNT ARE THOSE
  THAT ARE INITIATED BY LOCAL PURCHASING MANAGERS
  OR THOSE THAT ARE TRULY AGREED TO BY LOCAL
  PURCHASING MANAGERS
• LOCAL PURCHASING MANAGERS ARE INFLUENCED BY PLANT
  MANAGERS, LOCAL SUPPLIERS AND OTHER LOCAL
  PURCHASING MANAGERS

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VISION STATEMENT FOR WALLY

• AI AND MY OFFICE WILL ACHIEVE PURCHASING
  IMPROVEMENTS BY WORKING WITH LOCAL PURCHASING
  MANAGERS AND USING THEIR EXPERTISE AND KNOWLEDGE_at_

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OR

• AI AND MY OFFICE WILL ASSIST LOCAL PURCHASING
  MANAGERS TO PRODUCE WORLD CLASS PURCHASING
  RESULTS BY COLLECTIVELY DEVELOPING BETTER
  INFORMATION AND ENHANCING THE PROFESSIONAL SKILLS
  OF OUR PURCHASING COMMUNITY_at_

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KEY SUCCESS FACTORS

• RELATIONSHIPS AND NETWORKS
• LEARNING BY PURCHASING MANAGERS
• TRUST AND RESPECT DEVELOPED BY LOCAL PURCHASING
  MANAGERS
• SHORT TERM COST REDUCTIONS ARE NOT CRITICAL (IF
  YOU ARE MEASURED BY THESE, BEGIN REWRITING YOUR
  RESUME)
• FOCUS ON PROCESSES NOT STRUCTURES IS CRITICAL!

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NEED FOR CHANGE

• THE NEED FOR CHANGE IS RECOGNIZED AT THE VERY
  TOP. UNLIKELY THAT THIS HAS PERMEATED THE
  ORGANIZATION MUCH B PLANT MANAGERS AND VP/GENERAL
  MANAGERS ARE LIKELY MOTIVATED BY OTHER REWARD
  SYSTEMS
• HOWEVER, LIKELY THAT LOCAL PURCHASING MANAGERS
  WANT TO DO A GOOD JOB, SEE THEMSELVES AS WORKING
  HARD AND WILLING TO LEARN THINGS THAT MAKE THEIR
  JOB EASIER AND THEIR PERFORMANCE BETTER

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STAKEHOLDERS

• EXECUTIVE VPS AND PRESIDENT,
• LOCAL PURCHASING MANAGERS,
• PLANT MANAGERS,
• VP/GENERAL MANAGERS AND BUSINESS CEOS
• SUPPLIERS,
• WORLD WIDE PURCHASING EXECUTIVES
• WALLY HIMSELF

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STAKEHOLDERS FOR DASHMAN REDUX - INCOMPLETE
SENIOR TEAM
EXEC VP
EXEC VP
WALLY
VP GRP PRES (7)
VP GRP PRES (20)
VP GRP PRES (5)
VP GRP PRES (6)
VP GRP PRES (9)
PURCH 2
PRES
PURCH 1
PLANT MANAGER
WORLDWIDE SUPPLIERS
PRODN
LOCAL SUPPLIERS
SALES
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ONE YEAR GOALS FOR WALLY
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ORGANIZATIONAL

• TO IDENTIFY THOSE LOCAL PURCHASING MANAGERS WHO
  ARE OPINION OR INFLUENCE LEADERS
• TO HAVE PURCHASING MANAGERS KNOW WHO I AM AND TO
  THINK POSITIVELY OF ME
• TO HAVE DEVELOPED A PLAN, HAD IT APPROVED BY BOTH
  EXECUTIVE VPS, THE PRESIDENT AND THE BOARD AND
  BEGUN IMPLEMENTING IT
• TO HAVE FORMED AADVICE_at_ TASK FORCES FROM GROUPS
  OF LOCAL PURCHASING MANAGERS (FIVE IN NUMBER - OR
  SO)
• TO HAVE RECEIVED AADVICE_at_ FROM THE LOCAL
  PURCHASING TASK FORCES AND BEGUN IMPLEMENTATION
  INCLUDING DEVELOPING IMPLEMENTATION TEAMS
• TO HAVE HAD VP/GENERAL MANAGERS NOMINATE LOCAL
  PURCHASING MANAGERS AS APURCHASING ACHIEVERS_at_ AND
  HAVE HELD A WORLD WIDE CONFERENCE FOR SUCH
  ACHIEVERS

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PERSONAL OBJECTIVES

• TO HAVE DEVELOPED A POSITIVE RELATIONSHIP WITH
  THE EXECUTIVE VICE PRESIDENTS
• TO HAVE DEVELOPED A TEAM OF CENTRAL PURCHASING
  EXECUTIVES OF 4-5 PEOPLE
• TO HAVE DEVELOPED MY NETWORK IN PURCHASING BOTH
  INTERNALLY AND EXTERNALLY
• TO HAVE IDENTIFIED AHIGH VISIBILITY, LOW HANGING
  FRUIT TO PLUCK IN YEAR 2
• TO HAVE NOT ASCREWED IT UP_at_ WITH LOCAL PURCHASING
  MANAGERS
• TO HAVE PURCHASING MANAGERS BEGIN TO THINK OF ME
  AS A PURCHASING EXPERT, WORTHY OF LISTENING TO

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THREE MONTH BENCHMARKS

• TO HAVE IDENTIFIED 20 KEY LOCAL PURCHASING
  MANAGERS
• TO HAVE GAINED APPROVAL FOR THE WORLD WIDE
  MEETING OF PURCHASING ACHIEVERS
• TO HAVE DEVELOPED A PURCHASING PLAN AND HAD IT
  APPROVED BY THE EXECUTIVE VPS
• TO HAVE HIRED ONE OR TWO KEY ASSISTANTS TO BEGIN
  FORMING MY TEAM
• TO HAVE DEVELOPED A PLAN TO INCREASE AWARENESS OF
  ME, MY TEAM AND THE NEED FOR IMPROVED PURCHASING
  RESULTS

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ACTION PLAN - WEEK 1

• MEET WITH EXEC VPS TO DISCUSS MANDATE, OUTLINE
  MY APPROACH AND TO GET GENERAL APPROVAL
• INTRODUCE MYSELF TO EXECUTIVES IN THE BUILDING /
  DEVELOP AN APPRECIATION OF KEY ISSUES
• HIRE OR BEGIN HIRING MY EXECUTIVE ASSISTANT -
  HIRING CRITERIA KNOWLEDGE OF KEY PLAYERS IN THE
  ORG AND HOW THEY PLAY, WILLING TO WORK WITH ME TO
  BUILD PURCHASING, AND THE USUAL EFFICIENT AND
  EFFECTIVE STUFF
• ASK EXEC VPS WHO THEY KNOW IN PURCHASING (OR
  VP/GENERAL MANAGERS IF NECESSARY), ARRANGE TO
  VISIT SEVERAL OF THEM IN WEEK 2
• FLOAT IDEA OF A APURCHASING ACHIEVERS
  CONFERENCE_at_. BEGIN PLANNING
• HANDLE PERSONAL LIFE

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CONTINGENCIES 1. NO APPROVAL FOR CONFERENCE 2.
CANT FIND AN EXECUTIVE ASSISTANT 3. NO TIME TO
SEE EXECUTIVE VPS
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ACTION PLAN - WEEK 2
1. SPEND 2 DAYS OUT OF THE OFFICE VISITING LOCAL
PURCHASING MANAGERS. INTRODUCE SELF, LISTEN,
LISTEN, LISTEN, ASK ABOUT ISSUES FACING, ASK WHO
THEY THINK IS WORTH LISTENING TO IN PURCHASING 2.
IF CONFERENCE APPROVED, CONTACT HUMAN RESOURCES
TO SEE IF THIS IS WITHIN THEIR MANDATE IDENTIFY
A CONFERENCE CONSULTANT TO ASSIST B ESPECIALLY
WITH BOOKING A GREAT LOCATION 3. HIRE EXEC
ASSISTANT - SPEND CONSIDERABLE TIME DISCUSSING
IDEAS AND LISTENING TO ADVICE ON WHOS WHO AND
HOW THEY OPERATE. 4. ASK FOR INFORMATION (EXEC
ASSIST, ACCOUNTING, HR) ON PURCHASING
ASSOCIATIONS WHO BELONGS WHO IS ACTIVE 5. BEGIN
DRAFTING BUDGET PROPOSAL
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• CONTINGENCIES
• TIME IN EXECUTIVE MEETINGS
• UNUSUAL INFORMATION FROM LOCAL PURCHASING MANAGERS

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ACTION PLAN - WEEK 3
1. MEET WITH EXEC VPS, BRING THEM UP TO DATE 2.
WITH EXEC ASSISTANT, BEGIN PLANS TO HIRE A
ARESEARCHER_at_ B SOMEONE IN PURCHASING, WITH HIGH
POTENTIAL, WHO WILL ACT AS ADMINISTRATOR FOR A
MAJOR RESEARCH INITIATIVE B A JOINT INTERNAL
PROCESS AND EXTERNAL CONSULTANTS, WITH A BOARD OF
INTERNAL PURCHASING MANAGERS TO OVERSEE 3. MEET
WITH CONFERENCE CONSULTANT, ASK FOR 2-3
ALTERNATIVE PLANS AND SCENARIOS, ASK FOR TIME ON
VP / GEN MANAGERS MEETING AGENDA TO PROPOSE THE
APURCHASING ACHIEVERS_at_ CONFERENCE 4. TWO MORE
DAYS VISITING LOCAL PURCHASING MANAGERS 5.
IDENTIFY A VICE PRESIDENT/GENERAL MANAGER WHO
WANTS TO EXPERIMENT WITH INNOVATIONS IN PURCHASING
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CONTINGENCIES 1. WORRIES OVER THE COST OF THE
CONFERENCE 2. POLITICS AT SENIOR LEVELS GETS IN
THE WAY
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ACTION PLAN - WEEK 4
1. ONE DAY INTERVIEWING CANDIDATES FOR
ARESEARCHER_at_ JOB B THINK OF A BETTER
TITLE 2. MEET WITH VP/GENERAL MANAGER INFORMALLY
TO DISCUSS IDEAS 3. RECEIVE REPORT FROM
CONFERENCE CONSULTANT AND HUMAN
RESOURCES 4. IDENTIFY EXTERNAL SOURCE OF
EXPERTISE - A CONSULTANT, A CONFERENCE WHICH
PROVIDES YOU WITH FRESH IDEAS
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ACTION PLAN - WEEK 4 (CONTINUED)
5. MEET WITH EXEC VPS, BRIEF THEM AND LISTEN.
SUBMIT INITIAL IDEAS ON ORDER OF MAGNITUDE OF
BUDGET, PROPOSE A DECENTRALIZED FEE FOR SERVICES
FOR MOST OF IT 6. HAVE A CONFERENCE CALL WITH THE
PURCHASING MANAGERS THAT YOU VISITED, TALK ABOUT
YOUR IDEAS, LISTEN TO RESPONSES 7. TRY TO
DETERMINE WHICH IS BETTER PRODUCT LINE FOCUS OR
GEOGRAPHIC FOCUS
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CONTINGENCIES 1. RUMOURS ABOUT YOUR
ACTIVITIES 2. TESTED BY LOCAL PURCHASING MANAGER