According to recent news, four out of every ten children in our culture live in homes without their
. Close to half of our children are being raised by single parents or find themselves part of a “blended” family. The so-called nuclear family consisting of two parents and their children is no longer the norm.
Single parents face many challenges. Single parents must accomplish on their own what often is a challenge for two parents. Without a partner, however, they need emotional support. Some single parents find themselves deep in debt and often face financial hardship. Some no longer feel accepted by former friends because their partner is gone.
Today, single parents need the help of the Christian community. In the Old Testament, God made provisions for widows and orphans. James calls us to put our faith into practice by reaching out to them. Had James been writing today, he would have included single parents and their children too. You and I may need to step in and help. Look around in your church for such needs and help. You can help care for young children, accept single-parent families into fellowship groups, and provide financial assistance. In the church, everyone should be accepted and included.
Religion that … [is] pure and faultless is this: to look after orphans and widows in their distress. (James 1:27).
Let’s Pray
Yahweh, help us as members of your church to reach out to all who stand alone as they raise their children, Father give us all the grace to accept and learn from each other. In Jesus, Amen.
This devotional is an encouragement to each of us to raise our game and our level of expectancy. It’s like God is saying to us in the scripture, “you think you’re blessed? You haven’t seen anything yet!” God has been good to you, but He also has things for your future that if He told you right now, it would confuse your mind. You wouldn’t even believe it!
God wants to bless you not only today but in your future. He wants to overwhelm you with His goodness and with things so wonderful you can’t even fathom it! Please say, “I receive it’
Today, get ready for increase. Get prepared for the next level. Get ready new relationships. Get ready for a clean bill of health. This is the year to step into blessings you can’t even imagine. Keep believing, keep obeying His Word, and keep your heart open, because you haven’t seen anything yet! Hallelujah!
“Eye has not seen, nor ear heard, nor have entered into the heart of man the things which God has prepared for those who love Him.” (1 Corinthians 2:9, NKJV)
Pray With Me
Yahweh, today I raise my level of expectancy. Father, I choose to take the limits off my thinking. I know that You are able to do exceedingly, abundantly above all I could ever ask, think or imagine. God, open my mind as I stand ready to receive, better heath, a new job, new relationships, and a major financial breakthrough. God, thank You for the blessings You have in store for me now and in my future, in Christ’ name! Amen.
Nike has a slogan that says, “just do it.” Did you know that before Nike the Bible had a similar slogan? Jesus performed His first miracle, at the wedding celebration in Cana. Mary His mother knew that in order to see His power at work, there was one key: “Whatever He says, she said, do it.” It’s the same way with us today. Our obedience opens the door to see His power manifest.
Scripture says, “If we are willing and obedient, we will eat the good of the land.” In other words, we’ll experience God’s abundant blessing when we follow His commands. Sometimes, we can be so focused on one thing, that we overlook simple obedience in other areas. For example, you may need a financial miracle. Maybe you’re tithing and sowing like you should, but are you holding unforgiveness towards someone? That can block the blessing and hinder your prayers. Is there anything else you know in your heart you need to do?
Today, remember before Nike the Bible said “just do it.” Do exactly as God says, walk in total obedience, ask the Lord to search your mind and heart. Don’t let anything block His power. Follow the word of Mary in the book of John “Whatever He says, do it,” and watch that obedience open the door to His blessings in every area of your life!
“…Whatever He says to you, do it.” (John 2:5, NKJV)
Let’s Pray Yahweh, I humbly come to You submitting every area of my life. Father, my goal and desire is to be obedient to You. God, grant me the spiritual strength I need to honour You by doing what You say. Show me any areas of my life where things need to change. I acknowledge Your Word and bless You today and always, in Christ’s Name! Amen.
This devotional is an encouragement to each of us to raise our game and our level of expectancy. It’s like God is saying to us in the scripture, “you think you’re blessed? You haven’t seen anything yet!” God has been good to you, but He also has things for your future that if He told you right now, it would confuse your mind. You wouldn’t even believe it!
God wants to bless you not only today but in your future. He wants to overwhelm you with His goodness and with things so wonderful you can’t even fathom it! Please say, “I receive it’
Today, get ready for increase. Get prepared for the next level. Get ready new relationships. Get ready for a clean bill of health. This is the year to step into blessings you can’t even imagine. Keep believing, keep obeying His Word, and keep your heart open, because you haven’t seen anything yet! Hallelujah!
“Eye has not seen, nor ear heard, nor have entered into the heart of man the things which God has prepared for those who love Him.” (1 Corinthians 2:9, NKJV)
Pray With Me
Yahweh, today I raise my level of expectancy. Father, I choose to take the limits off my thinking. I know that You are able to do exceedingly, abundantly above all I could ever ask, think or imagine. God, open my mind as I stand ready to receive, better heath, a new job, new relationships, and a major financial breakthrough. God, thank You for the blessings You have in store for me now and in my future, in Jesus’ name! Amen.
In the book of Genesis, God set up a system of seedtime and harvest. Everything God does starts with a seed. The Bible also tells us that He gives seed to the sower. In other words, if you are a person who has a desire to bless others and sow seed, God will make sure you have plenty to give.
Notice in today’s verse what happens when we generously sow seed, we increase more! Just like planting a seed in the natural brings a natural abundant harvest, planting a spiritual seed brings a spiritual abundance. You can’t outgive God! The Scripture says that He will pour out blessings on you that you can barely contain. God’s blessing goes way beyond the financial realm. He wants you to have blessed relationships, good health and a happy career.
Today, why don’t you take a step of faith and look for ways to start sowing? What do you have in your hand? Can you start by giving a smile and sowing joy? Do you have five pounds to help someone who is homeless buy some food? Choose to be a blessing and watch how God brings increase in every area of your life.
“There are those who [generously] scatter abroad, and yet increase more; there are those who withhold more than is fitting or what is justly due, but it results only in want.” (Proverbs 11:24, AMP)
Let’s Pray Yahweh, today I want to be a sower. Father, help me to see the people around me the way You see them, so that I can bless them the way You want to bless them. God, thank You for Your faithfulness in my life as I do my best to be obedient to Your Word, in Christ’s Name! Amen.
A nine-strong committee look pretty similar: eight white men and white woman. This is the body that guides Britain’s economy and that is suppose to represent the diverse community the UK now represents.
Their monthly votes on interest rates ultimately determine how far our money goes.
Yet they don’t look anything like the people whose lives they have so much influence over, why is that? Its because the Bank of England has a Diversity Problem
The UK population is made up of different ethnicities. 87% of people are White, and 13% belong to a Black, Asian, Mixed or Other ethnic group and Women make up half of the UK population. Astoundingly 0% of the Monetary Policy Committee belong to a Black, Asian, Mixed or other ethnic groups and women make up one ninth of the committee. Shocking!
Mark Carney current governor is in fact, the 120th in a continuous line of white men to have headed the Bank.
It’s plain obvious the Bank has a diversity problem. But this is not a isolated issue as many other organisations in Britain have this very same problem.
The Public Accounts Committee (PAC) said last month that the Bank was some way off its diversity targets for next year “with little evidence the gap is closing quickly enough”.
Joanna Place the Bank’s chief operating officer also said: “In terms of diversity and inclusion, we have done a lot more than just gender and ethnicity.
“We have a number of staff networks. We have inclusive events. We have a wellbeing policy. We have done a cognitive diversity survey. We have started to look at social mobility,” she added.
Unfair
The Bank’s search for a new governor kicked off earlier this week and many are hoping that this could herald the start of a new era with a black governor at the helm for the first time in its history. However, Wendy Carlin, a professor of economics at University College London, says the problem is not with the Bank of England, but the economics profession itself.
Minorities quit Bank of England as it fails on diversity
More troubling were the committee findings into the proportion of BAME employees at the organisation, with an increase of just 3 per cent between 2015 (15 per cent) and 2018 (18 per cent), and no increase between 2017 and 2018.
Just 5 per cent of employees working at senior management level came from a BAME background in 2018. This is not a coincidence.
Ethnic minority employees are leaving the Bank of England in disproportionate numbers and feel less comfortable with the organisation’s culture, according to internal research.
The Bank’s non-executive directors admitted that the “BAME [black, Asian and minority ethnic] resignation rate was above that for the Bank as a whole” and said that it was actively addressing the problem, according to minutes of a recent meeting. But that’s not enough.
Statistics already show that BAME workers in UK are third more likely to be underemployed — report and probibly less likely to study economics, let alone get a job in the sector. TUC says study highlights a waste of black, Asian and minority ethnic talent and urges more effort to tackle discrimination at work
“We know this is part of a much bigger story. BAME workers are more likely to be unemployed, paid less, and aren’t getting enough of the top jobs. Employers and the government cannot afford to ignore these problems. They must now take real action to tackle underemployment and pay discrimination.”
The former business secretary Sajid Javid had called on businesses to do more to support the careers of black and minority ethnic (BME) workers and commissioned Ruby McGregor-Smith, the chief executive of the facilities management company Mitie, to undertake an independent review of BAME progression at work. The review is due to report by the end of this year.
Dr Heffernan says the profession itself should try to make sure it is attracting the widest possible pool of applicants.
“How you word a job will define someone’s right to apply. If you’re not getting the right kind of applicants then describe the job differently and see what happens.”
Christian’s can help
If the Church put more effort into actively encouraging its members to work in professions that would benefit greatly from a strong moral compass, and then support them in those roles, just think what benefit to our country there might be.
Facts about the The Monetary Policy Committee (MPC)
The Monetary Policy Committee (MPC) is made up of nine members — the Governor, the three Deputy Governors for Monetary Policy, Financial Stability and Markets and Banking, our Chief Economist and four external members appointed directly by the Chancellor.
External members are appointed to make sure that the MPC benefits from thinking and expertise from outside of the Bank of England. A representative from HM Treasury also sits with the MPC at its meetings. The Treasury representative can discuss policy issues, but is not allowed to vote. They are there to make sure that the MPC is fully briefed on fiscal policy developments and other aspects of the Government’s economic policies, and that the Chancellor is kept fully informed about monetary policy.
Each member of the MPC has expertise in the field of economics and monetary policy. Members do not represent individual groups or areas — they are independent.
MPC members serve fixed terms, after which they may be either replaced or reappointed.
The PAC has called on the bank to provide a report setting out the additional steps it will take to ensure it meets its diversity targets by June 2019.
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When people speak about tithing it is divisive. Some are for and some are against and usually, they’re both screaming at each other!
Most people would say it’s a con, a hoax, a joke etc. They say it’s no longer relevant and yet that wasn’t the case for me. When I was started tithing my life was in shambles. In desperation, I went to God for an answer. Sometime later the answer came back “start tithing.”
I’d like to say that I immediately took action, that I whipped out my checkbook and wrote my first check immediately.That I repented for my inactions. Nope.
I ignored the “answer” for some time. But after a while, I did start tithing. I did it as an experiment. I started tithing on unemployment checks and after some time I was tithing on a six-figure income.
The Benefits of Tithing
Now keep in mind I’m not going to tell you that if you tithe these things are going to happen:
Your debts are going to be paid.
Your mortgage is going to be forgiven.
Your car is going to transform into a brand new BMW.
The boss won’t be able to sleep until he gives you a raise.
The CEO of the company you’re working for will see your name and face in a dream, seek you out, and promote you to a position you have don’t the skills or experience for.
When the Bible speaks about the tithe it uses the Hebrew word “maaser”(pronounced mah-as-ayr‘). It’s used 32 times in the Old Testament. (Note: English is read left to right, Hebrew is read right to left.) The Hebrew language is a language of root words. Prefixes and suffixes are added to build on the meaning of the root word. So in this word, the first letter mem (מ) conveys this meaning:
Changing a verb into the noun of that word:
For example: adding mem “to preach” (verb) turns it into “preacher” (noun).
Now taking away mem (מ) from “maaser” we’re left with “aser” which means rich.
So another way of interpreting this is:
The “rich” is in the tithe.
or with “maaser”:
“The one tithing becomes rich.”
Whoa! Crazy, isn’t it?
2. State of the Plate
Let’ss look at some other other numbers: According to the landmark State of the Plate research – a multi-year research that documented the giving habits of thousands of givers – Tithers were more financially stable than their counterparts:
According to the author:
“People that follow biblical principles of giving also are much more likely to be wiser and more careful in their spending”¦It is important in preaching and teaching on finances and generosity to help people realize that generosity leads to greater financial freedom and stability, while not giving frequently leads to greater indebtedness and financial bondage.”
Could it be possible that King Solomon – one of the wealthiest men who lived had a point when he said, “Honor the Lord with your possessions, And with the firstfruits of all your increase; So your barns will be filled with plenty, And your vats will overflow with new wine.” (Proverbs 3:9-10 NKJV) or “There is one who scatters, yet increases more; And there is one who withholds more than is right, But it leads to poverty. The generous soul will be made rich, And he who waters will also be watered himself.” (Proverbs 11:24-25 NKJV)?
3. Chantel Ray
But there are even greater case studies about tithing. Before Chantel Ray. was a multi-million dollar real estate entrepreneur, she was a youth pastor making $9/hr. She was also using credit cards to survive. After several years of this she was $10,000 in debt and her cards were maxed out. One day she heard about tithing. Like many of us she said, “Yeah right! I can’t do this right now. Maybe when I start making some money.” But after months of fighting things continued to get worse and she took the leap of faith. Her first tithe check was $30. The next day she received a refund check of $300. She continued to tithe and a close family member felt led to pay off her debt. She continued to tithe and within a few months, she got a better paying job. She continued to tithe, in fact, she increased the amount. She began a new career in real estate, was the best salesperson, and eventually started her own firm.
4. John D. Rockefeller
But let’s look at another case study: John D. Rockefeller! Before John D. Rockefeller became the richest American ever. Before his wealth was 1.5% to 2% of the U.S’s GDP (his personal wealth $1.4 billion; the US GDP $92 billion). Before his philanthropy equated to hundreds of millions of dollars (billion adjusted for inflation) he learned how to give at an early age. His giving began with his first job as a clerk at age 16, when he gave 6% of his earnings to charity. By the time he was twenty, his giving exceeded 10% percent of his income. Much of it going to church-related activities. Rockefeller, a devout Christian, was always under the belief his success was divinely inspired. He said, quite emphatically:
“God gave me my money.”
Why did God single him out for stupendous wealth? He believed it was because he was a good steward. In his seventies he said:
“It has seemed as if I was favored and got increase because the Lord knew I was going to turn it around and give it back.”
Conclusion
I do know this: no matter what I say the debate will always continue. There are always going to be people for tithing and people against tithing. I can live with that. But tithing helped change my life and I hope that one day you can “experiment” with it and see what happens to you. What have your experiences been with tithing?
On the morning of June 24, the world awoke to a changed Europe. For over 40 years Britain has been part of the European Economic Community and then the European Union.
The leave-vote has caused an “immediate and profound” economic shock in the UK. This has, in turn, had a devastating effect on a number of businesses in the last month.
Christianity in the UK is split, confused, scared of the future and fighting with itself – much like the rest of the country. So what happens now?
David Cameron said “It Was A “Self-Destruct Option” for the Country, Whilst George Osborne Said It Will Tip the UK Into a Year-Long Recession, With up to 820,000 Jobs Lost Within Two Years.”
Brexit campaigners believe that British voters have taken a once-in-a-lifetime opportunity to restore Britain’s sovereignty. However, the Brexit job losses have already begun. A number of construction firms and management consultants throughout England have been forced to downscale and many feel as if they are desperately clinging on, waiting for things to get better. Tech companies are also putting projects on hold, which means a slowdown in hiring of software developers, IT architects, and project managers, according to Robert Grimsey, director of Harvey Nash.
If your Facebook feed looks anything like mine, you’re seeing a lot of anger. Remain voters are furious, accusing the Leave campaign of lies and the Leave voters of xenophobia, ignorance, stupidity and worse. Of course, it’s not just the people who voted to stay who are angry. Reports of racist attacks are rising too.
What would Jesus do?
Jesus might have been the Prince of Peace, but he also knew how to get mad. His outbursts against corruption, hypocrisy and bad leadership are hair-raising. We’ve heard a lot of arguments from the UK’s political parties this month, but no one has actually made a whip and driven their opponents out of the House of Commons (so far, anyway).
The people of Britain voted for Brexit in a decision which will transform this nation and Europe forever.
As a former consultant, I want to consider how management consultants, in particular, can continue to not just survive but thrive in these difficult financial times.
At first glance, the prognosis might seem gloomy. The International Monetary Fund has predicted that Brexit will lead to a British recession, which would inevitably hit poorer people hardest. But snap reactions from the markets aren’t a reliable guide to long-term economic effect. And just as British trade didn’t begin in 1973 when Britain entered the EU, it won’t end in 2016 with Britain’s vote to leave. Many smaller nations trade successfully without participating in wider trading blocs; the world’s fifth-biggest economy will be able to do the same.
First of all, then, I urge that supplications, prayers, intercessions, and thanksgivings be made for all people, for kings and all who are in high positions, that we may lead a peaceful and quiet life, godly and dignified in every way. (1 Tim. 2:1, 2)
1. Embrace the Change and Innovate
There is ongoing uncertainty over what will happen once Britain leaves the EU because it needs to make new trade agreements with the rest of the world.
The secret to success in a recession is innovation. It’s time to improvise, adapt and overcome. In fact, in a study by Forrester, 70% of business executives said that in a recession, innovation is a top priority. However, to successfully innovate, companies have to be open to the idea of change – and that’s why the success stories of the recession are the innovators who are open to change.
This is the best time to change, but how? If you find yourself desperately treading water in an attempt to keep staff occupied in the wake of stalled projects, don’t panic. You will have to make some changes, improvise, adapt and seek out the advantages to overcome. It really is a sink or swim mentality.
2. A Long-Term View of the Financial Game
Successful companies look for ways to reduce costs creatively. Start by reviewing your financial model. Review existing contracts and seek to add value and expand. If your biding on a 3-year contract, do you really need to make a profit in year 1. Wouldn’t it make sense to take a long-term commercial view and instead seek to win a contract at cost in order to retain talent as recruiting new employees is so expensive? You can then concentrate your efforts on developing strong client relationships, building trust, performing well and adding value. Pay much more attention to critical components of your client’s operations activities that may often appear to be mundane. This will invariability enable you to make further recommendations that are approved and generate profit in future years.
“In the Corporate World, There Is a Growing Recognition That Strong Relationships With Customers Can Form the Bedrock of Future Innovation.”
Consider though that whilst it is a knee-jerk reaction to cut costs, try not to rely on this as your only business tactic as your competitors will be doing exactly the same thing. The way to succeed in the current market is to be a leader, not a follower, so ensure you have a carefully prepared game plan.
Look at what makes your propositions unique? What do you offer that no one else can? How do you add real value to your customers, rather than just a half-price bid? Focus on what your competitors aren’t offering, and vigorously market it.
3. Be Clever With Your Marketing
Your marketing strategy is more important than ever before – Think creatively and find different ways to grab people’s attention and keep them coming back for more.
4. Leading With Clarity and Commitment
Don’t lie to employees and hide the magnitude of the situation. Honesty is the best policy. Business functional leads at these firms should establish concrete milestones to gauge progress toward clear goals. You can inspire employees not only with motivational messages, but also through incentives such as wage hikes, and investment in developing talent. This approach is as crucial as improving processes and deploying new technology. Though this may sound like a platitude, management must treat employees with respect and dignity if they want exceptional performance and occasional sacrifice during tough times.
5. Embrace the Power of Online
Social media is an incredibly powerful tool through which to reach your target audience. You should start to unlock the power of blogging, building a solid readership and becoming a thought leader in your industry using websites like LinkedIn. As your readership continues to grow, so will your social media following – and by communicating frequently with your followers and potential customers online, you have more chance of drumming up more business and closing that deal. As the economy improves, your loyal followers will stay with you.
These five practices are of equal value for organisations to remain competitive in the long slow climb toward economic recovery.
Although times are very tough for organisations recently, there is light at the end of the tunnel – and those who have been clever and innovative in their business strategies will continue to thrive long after the Brexit recession.
Britain will almost certainly have a new Prime Minister and their first job will be forming our new relationship with Europe.
Learning from the lessons of 2014, UK churches also have a crucial role to play following the EU referendum vote. But it is about more than a church service of unity. Reconciliation requires accepting the hurt and the pain but also working to rediscover and celebrate the image of God in each other.
Some senior members of staff see procurement expenses as a necessary evil and overlook any efficiency improvement methods for this sector. This is not an uncommon way of thinking, as procurement and the supply chain is a massive part of any company’s costs and can total up to 70% of an organisation’s total spend.
These managers are missing out on effective changes that can shift procurement to a significant supplier of growth and profit for any business.
Follow these 7 steps to improve your procurement team.
1. Embrace Change
It’s so important for procurement managers to embrace and invest in technology changes currently taking place in the industry.
Managers should hold a full assessment of deficiencies in their processors and search for technology that meets the needs of the business, rather than fitting the business around new technology. For example, if you are having trouble with historic and retrospective analysis, invest in predictive analytics.
2. Consider Outsourcing
Outsourcing may not be an avenue you have ever considered in regards to procurement, even though it happens all the time with HR and IT departments. Even so, many procurement managers are still apprehensive to apply it to their supply chain.
Outsourcing certain aspects of procurement can be a way of improving existing systems and processors rather than a cost reduction measure. It can also allow your business to access highly skilled procurement experts when it would be counter-productive to hire someone internally. These individuals are often very focused on delivering results, and if you plan outsourcing correctly, the increase in productivity will outweigh the costs of outsourcing.
If a procurement manager feels like there are areas in the business where costs can be cut, it might be worth bringing in a consultant. There are also outsourcing services that offer expert domain knowledge and vendor contact opportunities.
3. Ensure Your Supply Chain Is Properly Staffed
The efficiency of a supply chain is very much dependent on the quality of its staff. As a procurement manager, it’s important to ensure that the supply chain is staffed with highly skilled individuals, and that these staff have regular access to education and training.
Procurement professionals will be tasked with a wide variety of roles, including:
Planning delivery timetables
Ensuring stores have enough stock
Overseeing the arrival of shipments
When hiring employees, it’s important to ensure they have skills such as communication, attention to detail and teamwork. They must also be willing to learn and improve throughout their career.
4. Create Risk Management Policies
One of the key ways of making a procurement team more efficient is to prepare for the unexpected. Procurement managers should establish proper levels of control to manage risk and ensure that all these policies are periodically reviewed. These risk management fail safes should include:
The financial impact a risk might have
The likelihood to the risk occurring
A priority list for managing risks
All staff members should be aware of these risks, and the processes in place if the risks occur. For example, if a major supplier goes out of business, your staff should be aware that there is a process for contacting secondary suppliers so you are never left without stock.
5. Establish Relationships with Key Suppliers
Staff who deal with suppliers on a daily basis need to have brilliant relationship building skills. Procurement employees need to work closely with suppliers to try and keep communication consistent and amicable, even if issues arise at either end.
Suppliers can help procurement teams reach their performance goals, and they are often very knowledgeable, with expertise to share about their products. Procurement teams can learn a lot from them, like the audience, seasonality and key selling points of products; it’s worth working on these relationships.
6. Stick to Ambitious but Manageable Targets
If a team has a tough but not unattainable goal to work towards they can prioritise, measure and focus on their tasks with a clear end in mind. This helps staff members feel more motivated and gives meaning to their work.
There will also be a sense of achievement when the targets are met, bringing your team closer together and improving teamwork.
7. Efficiency Is Attainable
The creation of a brilliant supply chain depends on your company’s understanding of procurement, along with the procurement team’s estimation of the total costs associated with each supplier and their contacts.
With help from technology, outsourcing, a great team and strong relationship building skills, your procurement team should improve its efficiency and business impact.
Abandoned projects including building, engineering and infrastructure development projects litter the whole of the world.
Most of them were started to symbolise a country’s prosperity and vision but after years of abandonment, stalled development and economic crisis, some of the world’s most amazing projects have been abandoned and now have come to epitomise national struggle.
From Bangkok’s ‘Ghost Tower’ which was abandoned after the 1997 financial crisis to the Tower of David, here is a selection of some of the world’s most famous abandoned and incomplete projects in no particular order.
1. Bangkok’s ‘Ghost Tower’
On stormy days debris from this unfinished and abandoned skyscraper rains down on the streets of Bangkok
A towering waste. It’s called Bangkok’s ‘ghost tower’. This 49-storey prominent unfinished skyscraper in the Thai capital city of Bangkok was destined to be a state-of-the-art office and residential complex, but has instead become a destination for urban explorers. Planned as a high-rise condominium complex, construction of the building was halted during the 1997 Asian financial crisis when it was 80% complete.
Now the 174-meter graffiti-covered building mainly houses squatters.
The “Tower of David” can be seen from practically anywhere in Caracas. The tower has 46 floors
Torre de David (The Tower of David) named after David Brillembourg, the tower’s main investor who died in 1993 has been depicted as a haven for drug lords and assassins in the TV series Homeland, lauded as an experiment in social empowerment at the Venice Architecture Biennale and featured in countless articles and documentaries around the world. In May 2014, the tower was also featured in the BBC World News documentary, Our World.
For eight years, the Tower of David a half-built skyscraper in downtown Caracas the capital of Venezuela. was home to thousands of squatters who transformed the abandoned block into a ghetto complete with grocery shops, tattoo parlours, internet cafes and a hair salon.
Construction of the tower began in 1990 but was halted in 1994 due to the Venezuelan banking crisis. As of 2016, the building remains incomplete.
This vertical ghetto can be seen from almost every corner of this densely populated capital.
In 2014 Ernesto Villegas, the minister for the revolutionary transformation of greater Caracas, said all the tower’s residents would be relocated to “dignified homes”. “This is not an eviction, but rather a relocation,” he told reporters. Villegas said several children had fallen to their deaths from the tower, which in some places is lacking walls or windows.
The newspaper Tal Cual reported that Chinese banks were interested in buying the tower and renovating it for its original use.
3. Mothballed Oil Rig
Oil rigs definitely fall into the mega category when it comes to size.You might think of them more as structures than machines. The rig above is a accomodation platform rather than an oil drilling rig, re-built in Belfast in the late 1990s. Mothballed as opposed to completely abandoned, the rig stands alongside the derelict area of the old Harland and Wolff shipyard.
This Patch of Wasteground Is Probably One of the Most Famous in Maritime History, Being the Construction Site of the Rms Olympic and Her Sister Ship Titanic.
Today modern redevelopment is breathing new life.
4. The Maunsell Forts of the Thames Estuary
Abandoned Maunsell Sea Forts
Abandoned Maunsell Sea Forts
Abandoned Maunsell Sea Forts
Abandoned Maunsell Sea Forts
Abandoned Maunsell Sea Forts
Abandoned Maunsell Sea Forts
“Surreal Riveted Sea Forts Once Protected the Kent Shores from German Attack”
Rising from the water like rusty invaders out of H.G. Wells, the Maunsell Army Forts in the Thames Estuary built by the British Royal Navy are decaying reminders of the darkest days of World War II. These sea forts still stand today and are abandoned in the North Sea not far from the coast of eastern England. Standing as monuments for maritime explorers, the forts are now in varying states of decay, but are a historical portrayal of how the country protected itself against air raids. Attempting to enter them is probably ill-advised, if not illegal.
5. Project Babylon
A section of the Iraqi supergun from Imperial War Museum Duxford
Project Babylon: The Story of Saddam’s Supergun
Project Babylon was a project with unknown objectives commissioned by the then Iraqi president Saddam Hussein to build a series of “superguns”. The Iraqi government engaged world-renowned artillery expert Gerald V. Bul whose lifetime obsession was a the construction of a “Supergun,”. The design was based on research from the 1960s Project HARP,
In early April 1990, United Kingdom customs officers confiscated several pieces of the second Big Babylon barrel, which were supposedly disguised as “petrochemical pressure vessels”. Components, such as slide bearings for Big Babylon, were seized at their manufacturers’ sites in Spain and Switzerland. After the Gulf War in 1991, Iraq confirmed the existence of Project Babylon, and permitted U.N. inspectors to destroy the hardware. A section seized by UK customs officers is on display at The Royal Artillery Museum, Woolwich, London.
6. Sagrada FamÃlia
The BasÃlica i Temple Expiatori de la Sagrada FamÃlia is a large Roman Catholic church in Barcelona, designed by Spanish architect Antoni Gaudà (1852–1926). Although incomplete, the church is a World Heritage Site and has been visited by the Pope. Inspired by GaudÃ’s vision, and funded almost exclusively by the millions of tourists who flock to it every year, today, the Sagrada FamÃlia is more than halfway done, with a estimated completion date of 2026. The lead architect is confident that it will be finished “ within the next century.
7. Westminster Cathedral
It’s one of the most famous and beautiful churches in the world and is by all accounts an architectural masterpiece, however, it’s never actually been completed. Westminster Cathedral must also be one of the busiest churches in the United Kingdom.
How Lovely Is Your Dwelling Place, Lord God of Hosts…” Psalm 83
Work is still ongoing, supposedly. Work began in 1895, but apparently it’s been too expensive to finish decorating the mother church of literally all of England and Wales. However, the unfinished internal brickwork is amazing.
Transport for London
Westminster Cathedral
Westminster Cathedral is the architectural master-work of John Francis Bentley (1839-1902). Bentley was a Victorian church architect of great accomplishments. It was to buildings such as Hagia Sophia, San Vitale in Ravenna and St Mark’s, Venice, that Bentley turned to for inspiration to prepare himself mentally and spiritually for the work of designing the Cathedral in 1894.
The whole building, in the neo-Byzantine style, covers an floor area of about 5,017 square metres (54,000 sq ft); the dominating factor of the scheme, apart from the campanile, being a spacious and uninterrupted nave, 18 metres (59 ft), covered with domical vaulting.
Due to the large scale and outlook attached to them, mega-projects have a large opportunity for failure. Typically, the failure begins at the outset of the project, whether that be due to poor justification for the project, misalignment among stakeholders, insufficient planning, or inability to find and use appropriate capabilities.
Underestimated costs and overestimated benefits often offset the baseline for assessing overall project performance. This is why it is important for organizations to first establish social and economic priorities before even considering what projects will answer their needs. Once social and economic priorities are established, only then can a project be considered. Selecting projects must be fact-based and transparent in order to ensure accountability with stakeholders and the public.
Successful Megaprojects Must Have Robust Risk-analysis or Risk-management Protocols
It’s also important to maintain adequate controls. Successful megaprojects must have robust risk-analysis or risk-management protocols and provide timely reports on progress relative to budgets and deadlines. Typically, progress is measured on the basis of cash flow, which is less than ideal as data could be out of date and payments to contractors do not correlate construction progress. Instead, project managers should deliver real-time data to measure activity in the field. For example, cubic meters of concrete poured relative to work plans and budgets.
Overall, improving project performance requires better planning and preparation in three areas: doing engineering and risk analysis before construction, streamlining permitting and land acquisition, and building a project team with the appropriate mix of abilities.
Project developers and sponsors should put more focus into pre-planning such as engineering and risk analysis before the construction phase. Unfortunately, most organizations and sponsors are reluctant to spend a significant amount of money on early-stage planning because they often lack the necessary funds, they are eager to break ground and they worry the design will be modified after construction is underway, making up-front designs pointless.
However, it’s proven that if developers spend three to five percent of capital cost on early-stage engineering and design, results are far better in terms of delivering the project on-time and on-budget. This is because through the design process, challenges will be addressed and resolved before they occur during the construction phase, saving both time and money.
It’s not unusual for permits and approvals to take longer than the building of a megaproject. However, if developers look to streamline permitting and land acquisition, that would significantly improve project performance. Best practices in issuing permits involve prioritizing projects, defining clear roles and responsibilities and establishing deadlines.
In England and Wales, developers applied these approaches to cut the time needed to approve power-industry infrastructure from 12 months to only nine months. On average, timelines for approval spanned four years throughout the rest of Europe. Likewise, the state of Virginia’s plan to widen Interstate 495 in 2012 was able to cut costs and save hundreds of homes thanks to land acquisition planning by a private design company.
Investors and Owners Must Take an Active Role in Creating the Project Team
When it’s all said and done, projects cannot deliver the best possible return on investment without a well-resourced and qualified network of project managers, advisers and controllers. Investors and owners must take an active role in creating the project team.
It’s not enough to have a vague overview of what the project might look like in the end. Instead, it’s necessary to review risks and costs and draft a detailed, practical approach to tackle various issues. An experienced project manager cannot do it all alone. The project team must include individuals with the appropriate skills, such as legal and technical expertise, contract management, project reporting, stakeholder management, and government and community relations among others.
Failure to Properly Plan for These Projects Could Have a Negative Impact on Society
While mega-projects are important in filling economic and social needs, failure to properly plan for these projects could have a negative impact on society. Take Centro Financiero Confinanzas (Venezuela), the eighth tallest building in Latin America at 45 stories, located in the financial district of Venezuela’s capital, Caracas for example.
To those unaware of its history, the Centro Financiero Confinanzas is actually home to over 700 families, a “vertical slum” that is a truly fascinating example of reappropriation of space in an urban environment. An ironic symbol of financial failure that was intended to represent the unstoppable march of Venezuela’s booming economy.
It’s much more than an unbuilt building, bridge or tunnel, failed mega-projects are a blow to the economic growth and social improvements of communities around the world.
The term ‘Modern Methods of Construction’ (MMC) embraces a range of technologies involving various forms of prefabrication and off-site assembly.
MMC is increasingly regarded as a realistic means of improving quality, reducing time spent on-site, improving on-site safety and addressing skills shortages in the construction of UK housing.
Bridge Crossing Modern Design
The variety of systems now available potentially allows the designer enough choice to sidestep problems deriving from constraints posed by the use of any one method. MMC systems, from closed-panel timber framed systems to bathroom pods are a palette from which designers can make choices. They are not necessarily stand-alone solutions that anticipate all the needs of an individual site and can be mixed and matched as appropriate.
These limitations are not obstacles to achieving the good design in MMC-based schemes, but may hinder the incorporation of more complex and innovative types of MMC from which greater overall benefits may be obtained which are considered under the following headings:
1. COST UNCERTAINTY
There is no doubt that, given products of comparable performance the key issue in purchases of MMC construction systems is the price. At present not enough is known about the potential costs of using volumetric and closed panel systems to enable confident specification at an early date. This inhibits designers from exploring the full potential of MMC systems. This is particularly true of the less repetitive, small, one-off scheme, where a smaller margin of benefits is gained from using MMC. The principal barrier to the uptake of MMC, therefore, seems to be the perception of cost uncertainty with respect to using more complex systems. Without doing substantial project-specific research, consultants and their clients simply do not know with enough degree of certainty how much the volumetric or closed panel systems are likely to cost, and what would be the savings to overall project costs produced by potential speed gains to offset against increased capital expenditure.
This is due to the complexity of assessing the ratio of cost of repetitive elements where pricing is relatively straightforward to the cost of adjusting elements or building in another method for the abnormal condition. Decisions to use innovative systems are likely to be made once designs are well progressed to enable teams to be more certain of costs. This can increase the potential for change or result in design compromise as the designer attempts to incorporate the specific limitations of a particular system in their design.
In an attempt to improve this situation, the MMC consultant and or clients could pull together a directory of MMC expanded to include cost comparison data. The huge range of variables involved inevitably makes this difficult, but a database of current construction cost information would be an invaluable resource.
Contemporary Building Facade
2. PLANNING PROCESS AND EARLY COMMITMENT TO A SYSTEM
The time it can take to obtain planning permission has obvious implications both for project cost but also, in some circumstances, for architectural design innovation.
Most of the more complex types of MMC have an impact on dimensioning, the choice of external finish and detailing may have some effect on the buildings mass. Therefore, the construction system should be chosen prior to a planning application to avoid abortive work, redesign or amendment, or even resubmission for planning permission.
However, developers whose money is at risk, frequently hold off deciding on the construction technique until the last practicable moment, in order to get any advantage from fluctuations in material or component pricing.
Given the potential for lengthy duration of planning applications, this means that there is little incentive to prepare initial designs for planning with a prior decision to incorporate MMC firmly embedded. In cases where the developer has a financial or business link with the supplier, this is less likely to be the case. As the majority of commercial or residential developments involve some kind of arrangement with a developer, agreement on construction systems is often left to the stage after planning.
3. TIME INVESTMENT
Another very significant factor is the time investment required at the early stages of projects. This is needed to develop the design when the project is still at risk. There is a direct relationship between the scale and complexity of MMC component and the amount of time required to develop a design at an early stage.
The introduction of advanced or complex MMC techniques into the design process is potentially costly to the design team. A significant amount of research is needed to explore alternative systems, to obtain verification of suppliers’credentials, investigate mortgage and insurance issues, visit previous sites, talk to system suppliers, obtain technical performance guidelines, understand junctions and interfaces, coordinate other consultants, obtain building control input and so on.
For a consultant, the only way of investing in this research is either through timely payment of increased fees by a visionary understanding client or through the anticipation of increased future productivity through repetition when a project is phased, or large enough, or likely to be followed by another similar project.
The potential of learning a system and then being able to repeat lessons learned efficiently is a powerful incentive for both client and consultant. By contrast, HTA’ s project at Basingstoke is an example of a phased project with a three to four-year duration allowed the design team to repeat various elements of the design, and the manufacturer to develop improved solutions to technical and supply problems.
HTA’ s project at Basingstoke
4. INSUFFICIENT COMMUNICATION
Improved dialogue at the outset of the project is vital if design quality is to be maximised. Constraints and opportunities implicit within a particular system are more easily incorporated into design if partners communicate pre-planning. Increased early communication can be fostered through improved long-term partnering relationships.
Clients should also partner with a range of suppliers and architects so that choice and flexibility is not restricted.
5. INEXPERIENCE
Generally, the inexperienced client or design team will have to do more research, with the result that there is likely to be significant design development without a specific system being incorporated.
This is a disincentive to using a more complex system involving a higher proportion of MMC, where early decision making and knowledge of a system’ s capabilities have a decisive influence on the nature of the architecture. However, encouraging the take up of MMC through the use of a dedicated funding mechanism may assist clients in finding time for research into suitable MMC techniques.
Dome Construction Berlin
6. SUPPLIER’S ROLE
Site capacity studies and early stage pre-planning design studies could be undertaken directly by system suppliers on behalf of clients, cutting out the usual procedure of commissioning design work by independent consultants.
7. ASSUMPTIONS
There are a number of assumptions that are generally held about certain types of MMC that may have been valid at one time but are no longer true today. There is a need for reliable and up to date information comparing system criteria, performance data, timescales, lead in times, capacity, construction time, sequencing issues, limitations, and benefits.
Therefore it would be helpful if a forum for discussion and experience exchange was set up.
8. DEMONSTRATING THE BENEFITS OF MMC
There is still a large amount of skepticism about the need to go very far down the line with MMC. This is reflected in the acceptance of the desirability of maintaining or indeed enhancing the pool of traditional craft skills throughout the UK.
A balanced view is that there is a demonstrable need for the wider use of MMC which is recognized by both industry and government. The best way for clients and the public generally to become more confident and knowledgeable about the quality of design achievable through MMC is to see it demonstrated.
9. FINANCIAL INCENTIVES
There is no doubt that spreading the burden of investment through the life of a project helps to ensure a higher standard of specification and hence quality. In the Netherlands, a ‘ Green Financing’system has been developed by the Dutch government that provides favorable loan finance when certain sustainable standards are reached. In the UK, the Gallions HA has pioneered a study of this, based on a scheme in Thamesmead, ‘ the Ecopark project’.
Eco Park is an eco-friendly business park built on the False Bay coast. This business park is at the cutting-edge of sustainable design and offers a unique working environment in a secure, well-managed facility.
Change management is an approach to transition individuals, teams, and organisations to a desired future state. For over three decades, academics, managers, and consultants, realising that transforming organisations is difficult, have avoided the subject.
My Way or the Highway
Major organisational change is profoundly difficult because the structure, culture, and routines of companies often reflect’s persistent and difficult-to-remove ways of working, which are resistant to radical change even as the environment of organisations change.
What started out as a financial buzzword in the early nineties has become fundamental business practice, with executives recognising the need to keep abreast with the competition in a rapidly developing corporate new world.
Navigating change
Globalisation and the constant innovation of technology result in a constantly evolving business environment. There is an ever-increasing need for Change Management Lead’s / Senior Managers who can help organisations successfully navigate change in today’s business environments. The focus of this movement to date has been on how to partner with organisations to define education, training and communication platforms that help to support the change initiatives and concerns of company employees. The critical aspect is a company’s ability to win the buy-in of their organisation’s employees on the change initiative.
While a project team is important for success, a senior level advisor is invaluable and can work with an organisations leadership team to avoid common pitfalls that change management projects often fall into. There are four key areas where an Advisor should act as this resource as follows:
1. Defining A Strategy
Executives should start by asking themselves what exactly needs changing and why? Organisational change directly affects all departments from entry level employees to senior management and must be aligned to a companies strategy. Too many programs are heavy on the jargon and light on the substance. Executives are often sold on an idea only to realise as the change initiative begins that they need a different outcome, tool or process to be successful.
In this situation the strategy for change needs to be re-aligned with the organisation and its goals.
An outside senior advisor with a unique perspective of the organisation will play an important role in helping an executive to explore and shape the strategy they are defining and highlight whether it will truly create the outcomes they desire. This upfront partnership can save money on the back end of a project, by avoiding costly re-scoping of initiatives.This relationship between senior advisor and executive should therefore begin as early as possible in the process.
2. Coalition Building
Its important to give people multiple opportunities to share concerns, ask questions, and offer ideas and to make following up with answers and updates a top priority. Executives must reach out across their functional work streams to build a large cohesive team to support the project once the correct strategy has been set and the urgency for the project has been established. A good senior advisor will be able to guide an executive though these interactions.
As a senior change management professional, it is important that you help leaders of the organisation craft the correct message. While leaders often know what it is they want and see the urgency for themselves, the outside view that a coach provides can support the development of a team around the initiative and help to navigate the strategic and political interests in linking the change to the interest of multiple team members.
The more people are involved in the process, the fewer will be acting as internal saboteurs.
Communication Is Key to Successful Change Management
3. Communication
Don’t confuse process visioning, planning and endless powerpoint presentations with communication.
Change is uncomfortable, and adapting to change is messy. A Gantt chart can not capture the hard side of change management. Why? Because tasks are easy to list, but behaviour and long-held habits are not easy to change. Gather outside information, solicit perspectives, and adapt the approaches for your organisation and group.
The importance of communication within an organisation around the change cannot be underestimated. Executives often fall short on communication in two main areas, not communicating the right message and not communicating it frequently enough across an organisation. It is often thought that everyone else in the organisation is on board and understands the change, however, the reality for an executive is not the reality for another worker who may have lost a job because of a well intended change initiative. A senior advisor can apply consistent pressure to the leader of the change around the need for communication and its messaging.
Quantity Is Fine, but Quality and Consistency Are Crucial
4. Share Relevant Information Quickly
Most CEOs and managers are quoted as saying, “You can’t communicate too much,” Part of the communication will be the support the urgency in messaging. “My way or the highway” is often used, but is not an effective communication strategy. Senior Advisors can work with executives to tailor their message to each area of the organisation in order to define content that is important to them.
A study by Towers Watson shows that “only two-thirds (68%) of senior managers say they are getting the message about the reasons behind major organisational decisions. Below the senior management level, the message dwindles further to (53%) of middle managers and 40% of first-line supervisors understanding reasons behind major organisational change.
The forwarding and cascading of information does not work as consistent communication around the change will be necessary at all levels of the organisation using a variety of communication pathways and vehicles.As a trusted advisor it is important to encourage executives to lead by example in both their messaging and communication of the change agenda.
Only 25% of Change Management Initiatives Are Successful over the Long Term
Maintaining The Change
Many leaders and managers underestimate the length of time required by a change cycle. It is paramount that as the change effort reaches its completion that leaders of the change recognise that the process does not end there. The role of a Senior Advisor will be to guide them to the idea that work must be undertaken to maintain the change over time. Maintaining change does not mean that an executive must own the initiative forever, just that they take the necessary steps to ensure that change has a lasting impact by integrating the change into the corporate culture and measuring the benefits and highlighting areas for future improvements.
The outside unbiased view is that a Change Management Lead is crucial to the success of a change management program.
This article provides food for thought rather than counsel specifically designed to meet the needs of your organisation or situation. Please use it mindfully.
If you treat risk management as a part-time job, you might soon find yourself looking for one ’- Deloitte white paper (Putting Risk in the Comfort Zone)
I have learned that nothing is certain except for the need to have strong risk management, a lot of cash, the willingness to invest even when the future is unclear, and great people ’- Jeffrey R. Immelt
Thoughtfully assessing and addressing enterprise risk and placing a high value on corporate transparency can protect the one thing we cannot afford to lose trust ’- Dale E. Jones, vice chairman and partner with Heidrick & Struggles
We have no future because our present is to volatile. Will only have risk management ’- William Gibson
Risk management is a culture, not a cult. It only works if everyone lives it, not if its practiced by a few high priests ’- Tom Wilson
I think the rise of quantitative econometrics and a highly mathematical approach to risk management was the obverse of a decline in interest in financial history ’- Niall Ferguson
There is no doubt that Formula 1 has the best risk management of any sport and any industry in the world ’- Jackie Stewart
Stronger regulation and supervision aimed at problems with underwriting practices and lenders’ risk management would have been a more effective and surgical approach to constraining the housing bubble than a general increase in interest rates ’- Ben Bernanke
If you don’t invest in risk management, it doesnt matter what business you’re in, it’s a risky business ’- Goldman Sachs president Gary Cohn
Adventure without risk is Disneyland ’- Douglas Coupland
Risk and time are opposite sides of the same coin, for if there were no tomorrow there would be no risk. Time transforms risk, and the nature of risk is shaped by the time horizon: the future is the playing field ’- Peter Bernstein, Against the Gods
As population susceptibilities are better understood, we will be in a better position than we are in today to make informed decisions about risk management ’- Samuel Wilson
Take calculated risks. That is quite different from being rash ’- General George Patton
All courses of action are risky, so prudence is not in avoiding danger, but calculating risk and acting decisively ’- Niccolo Machiavelli
Total enterprise risk management is critical, but implementing it is both expensive and easier said than done. Even the most sophisticated financial institutions are still basically silo risk managers ’- Danny Klinefelter, Professor and Extension Economist with Texas AgriLife Extension, Texas A&M University
Playing it safe is the riskiest choice we can ever make ’- Sarah Ban
The question of whether or to what extent human activities are causing global warming is not a matter of ideology, let alone of belief. The issue is simply one of risk management ’- Malcolm Turnbull
Business people need to understand the psychology of risk more than the mathematics of risk ’- Paul Gibbons,
Risk comes from not knowing what your doing ’-Warren Buffett
You have to take risks. You will only understand the miracle of life fully when we allow the unexpected to happen ’- Paulo Coelho
Risk is a function of how poorly a strategy will perform if the ‘wrong’ scenario occurs ’- Michael Porter, Competitive Advantage
Risk management should be an enterprisewide exercise and engrained in the business culture of the organisation ’- OSFI Superintendent Julie Dickson, June 1, 2011 (courtesy Ethidex)
Risk is our business ’- Oswald Grübel, CEO at UBS
When our leaders accept the status quo, we run the risk of disaster ’- Max Bazerman from “Predictable Surprises”
The concept of ‘inherent risk’ is impossible to measure or even define. The idea of looking at risk absent all hard controls, soft controls, or mitigations, provides little or no useful information in most cases ’- Todd Perkins (from Journal of Applied Corporate Finance – volume 19 number 4)
It’s important to take risks but it’s idiotic to take them blindly ’- Terry Levine
Fail to identify the strategic risks and you fail as a business, no matter how well you manage your operational and project risks ’- Keith Baxter
Business as usual is business at risk ’- Deloitte white paper
Risk management is the identification, assessment, and prioritisation of risks ’- Wikipedia
The world of Procurement is seemingly full of impassioned people absolutely certain about what procurement is all about. Like other great lies, many of these half-truths and misleading ideas sound agreeable to the ears and comepackaged as good advice from influential people.
How many of these popular lies have you fallen victim to?
1. Procurement should have a seat at the C-table
It’s not so much an outright lie as an irritating half-truth – but the damage comes with what Procurement people do with it. The thought behind this is well-intended: Procurement people should be able to speak the language of senior executives as easily as they can talk about FIDIC or demand forecasting. Terms such as EBITDA, ROIC, and economic profit should be part of their everyday parlance. Procurement issues are often the least understood by the board and the CEO and must be explained in their language.
What on earth could be wrong with that?Nothing – if the Procurement people have full cognisance of their own tools and language – and can be persuasive to senior people of the value of Procurement.
Now, that’s where we have, what is kindly referred to, as a skills gap.
In reality, for Procurement with no reputation (outside of that pesky metric of cost) and few business-aligned projects to call upon, it can be incredibly hard to try and catch senior people’s ear – never mind a C-seat (see what I did there?).
2. You must carry out a competitive tender to obtain value for money
I’m trying to distance myself from the public sector here (noting I did co-author the CIPS book on contracting in the public sector) but even in the private sector there’s a desperate need to get three quotes.
Why three quotes?
Not five, not 11?‘Cos the rules say three; that’s why.
And the rules of Procurement policy and procedures, well, they can’t be broken because the CFO or the head of internal audit (all very commercial animals?) will be down on Procurement like a ton of bricks.
When the three quotes are received the following conversation occurs – the highest price is rejected – ‘they’re ripping us off’ followed by – and I love this one about the lowest price quotation – ‘the price is too low, they must have got the specification wrong’ – and the contract is awarded to the middle-priced one”¦.surely there’s a better way to deliver value for money?
Perhaps starting with actually defining it!
3. Procurement is the only source of governance for 3rd party spend
Being the only source would suggest a 100%, right?
I’d be amazed – and delighted – if Procurement governed half of all the 3rd party spend.Words such as ‘influencing’ are sometimes bandied about to shore up this lie. What a surprise that sales people are either trained, or very quickly learn ways, to actually bypass Procurement when selling.
And the reason?
Obviously marketing, IT, auditors fees, construction/property, recruitment (I could go on) is completely different, say the senior people in those departments – echoing the views of the oh so helpful sales people.And Procurement just never gets near, as they can’t articulate (deliver?) the value they can add.
I await the avalanche of people commenting on this telling me I’m wrong.Please be assured you are exceptional in Procurement.
4. Procurement welcome innovation and strategic relationships and anything other than lower price
Few businesses view Procurement as a strategic process. Most often, Procurement staff report to the CFO. This astonishing trend indicates that Procurement is still viewed as a financial / accounting activity and not an operational strategic activity that directly impacts the bottom line.
Suppliers; if you have an innovative product or service, recognise that Procurement’s ‘raison d’être’ is to deliver cost savings.That’s what they are measured on, that’s what the research with CPOs and the C-suite say is the #1 priority.There’s oodles of other priorities such as local sourcing, sustainability, innovation, partnering, risk management – I could go on and on and on.But that’s the one they get measured on. Think that through, next time you’re pitching.
The take-away
Perspectives on Procurement need to change, mature and grow up. Lies like these need to be re-evaluated and abandoned. Procurement needs to change the way they engage and manage suppliers and their internal stakeholders; ‘adding value’ (a dreadful phrase!) means so much more than asking for a discount.
Stephen Ashcroft BEng MSc MCIPS (speaking here, very much in a personal capacity!) is Associate Director, Procurement and Commercial Advisory at AECOM, a Fortune 500 company. He’s a procurement learner stuck in the body of a procurement veteran, and with over 20 years’ experience still sees the glass as half full. Working with leading organisations across diverse industry sectors, Steve helps clients reimagine procurement to drive improved performance. A recognised advisor, speaker, lecturer, and author; the ever-hopeful Kopite shares his bright-eyed/world-weary views on Twitter @ThinkProcure, LinkedIn and his blog.
