Collect feedback so as to suit the type of stakeholder, the lines of enquiry and how the team will use the feedback to support the stakeholder management strategy
Geraldine Craven
Head of Research
Joined 2018
Geraldine is head of research at Procurement Leaders and has experience in financial services consulting and social research. With a background in research methods, change management, digital transformation, customer strategy and human-centred design, she drives procurement leaders to challenge the status quo by going beyond savings to create new sources of value and navigate more confidently in a state of flux.
Latest
Leading through Covid-19
As restrictions on the movement of people and goods ease, functions must begin to embrace the ‘new norm’, as the way they operate and the way the rest of the organisation perceives them continues to shift
Playbook: Agile innovation during times of crisis
Procurement teams must be prepared to overhaul their strategies and processes if they wish to deliver agility and the innovations to help businesses overcome disruptions
An energy company’s approach to using AI to gain total spend visibility
The procurement team at one energy company implemented an AI tool that transformed its ability to classify spend accurately and analyse spend to inform decision-making
Category management during Covid-19 – Facilities Management
Facilities management has been highly impacted by government regulations compelling employees to work from home and facilities to be hygienic for essential workers.
The next era of business travel spend
Procurement Leaders hosted a virtual roundtable which discussed the next era of business travel spend.
The next era of business travel spend
Procurement Leaders hosted a virtual roundtable which discussed the next era of business travel spend
The ‘new norm’ in procurement: Protect, communicate and innovate
Procurement executives consider the ’new norm’ or the ’new next’ for the function as it responds to Covid-19 and how teams can add value by supporting business continuity, innovation and a healthy bottom line
An energy company’s approach to using AI to gain total spend visibility
The procurement team at one energy company implemented an AI tool that transformed its ability to classify spend accurately and analyse spend to inform decision-making
Procurement 101: Risk management in a crisis
This session looks at the ways procurement teams can accelerate their risk management programmes during a time of crisis and how functions can best respond to immediate risks in the supply base
Procurement 101: Agile innovation in a crisis
This session looks at the ways in which procurement teams can support businesses in a crisis by adopting agile innovation
Stakeholder engagement and feedback surveys
Procurement Leaders hosted a Virtual Roundtable on how to define effective stakeholder engagement, and how to measure and report on the its’ effectiveness.
Procurement needs to embrace agile innovation in times of crisis
Procurement and supply chain management will be central to delivering successful outcomes from the Covid-19 crisis but, more than any other function, teams will need to step up and embrace agile innovation
Leverage machine learning to solve complex procurement challenges
Developments in machine learning technology are enabling procurement teams to solve complex and ambiguous problems, find efficiencies and reduce process frustrations
Reflections on data, intelligence and technology in procurement in 2020
Teams are only just starting to scratch the surface of the value that will come from making the most of data and holistically transforming the function to drive value beyond savings
CPO Trends report 2020
Procurement Leaders’ predictions of key trends that will shape the commercial world and the way leading procurement executives will adapt to take advantage of the opportunities
Root cause analysis tool
Identifying the root cause of a risk event provides information on the organisation’s vulnerabilities and the factors that trigger a loss. This allows the business to start to quantify and explicate disruptions
CPO planning guide 2020
Although CPOs recognise the need for change, the annual planning process demonstrates leaders can do more to push the boundaries of what procurement can achieve
Leaving risk too late may be the biggest risk of all
While businesses that invest in risk management have already demonstrated a return on investment, functions that fail to prioritise risk may be exposing the organisation to even greater risks
Guide to third-party risk management
Leading procurement functions are harnessing innovative technology to look at risk management in innovative ways and add value to the business. However, teams’ processes and governance must first reach a certain level of maturity