Tania Seary - Procurious
In a world increasingly recognising ‘disruption’ as a strategic business skill, where an army of highly talented and ambitious professionals are fighting their way to the front line in the war for talent, the idea of being identified as a ‘game changer’ is quite coveted.
After all, we all want to get named on the high potential talent list, don’t we?
That was the premise that started the procurement talent discussion at the Productivity in Pharma Think Tank in London. But then there was a revelation.
Despite media hype and discussions at high brow HR think tanks about these ‘unicorns’ – game changing individuals – it turns out that being a game changer isn’t necessarily a good thing.
You see, what most large organisations actually want are executives who can execute the strategy and implement. In other words – get stuff done. What has been discovered is that game changers can sometimes lack EQ, and have the potential to bulldozer their way through an organisation, eventually proving themselves to actually be too disruptive.
Those organisations who actually do need a disruptive or transformative force are now separating out these individuals from the rest of the pack, and placing them in “garages”, “incubators” and “shark tanks”, to use their unique skill sets for good, not evil.
In fact, well known procurement search and interim consultants, Langley, put forward a case that procurement should actually be the “great integrators”.
“Today’s procurement professionals need to integrate the link between company, suppliers and the environment. They need to be able to bring the outside, in,” said the Managing Director of Langley, Cristina Langley.