STATE OF FLUX
2014 GLOBAL SRM RESEARCH REPORT
PEOPLE & SKILLS 129
Figure 4.8. The skills considered most important for delivering results through SRM – all respondents
NEGOTIATION SKILLS FACILITATION SKILLS COMMERCIAL AND CONTRACTUAL EXPERTISE CROSS FUNCTIONAL WORKING INFLUENCING SKILLS TRUST BUILDING STRATEGIC THINKING COMMUNICATION
DEEP PRODUCT / SERVICE KNOWLEDGE ACCOUNT PLANNING GENERAL PRODUCT AND SERVICE KNOWLEDGE UNDERSTANDING THE SALES AND KEY ACCOUNT MANAGEMENT PROCESS CREATIVE MINDSET PROJECT MANAGEMENT ANALYTICAL SKILLS MARKET AND CATEGORY KNOWLEDGE CHANGE MANAGEMENT PROBLEM SOLVING LEADERSHIP
0%
20%
40%
60%
80%
100%
© 2014 State of Flux
SKILLS – SUPPLY AND DEMAND
The next two questions our respondents had to consider were from the perspective of their own organisation. Firstly, which of the skills identified in figure 4.8 . are most in need of improvement in order to deliver value and business benefits through SRM. And secondly, which of the skills had been the subject of training delivered in the last 12 months.
This analysis has become one of the most widely discussed elements of our research. It has consistently revealed the relationship between the most important skills required to deliver results through SRM, the degree to which organisations acknowledge the need to improve these skills, and finally the current training and development in place. Our research indicates that as SRM is becoming better defined and as organisations are establishing their preferred operating model, an increased understanding of the skills and competencies required to deliver SRM value is emerging. We asked what skills and competencies were considered most important for SRM practitioners to have. The most important was considered to be good communication skills, followed by the ability to think and act strategically, build trust, influence effectively, and work in cross-functional teams.
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