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It’s clear that an increasing number of organisations are recognising the SRM role as a specific business discipline. However, relatively few are defining the role adequately and adopting an organisational design process to ensure the require- ments of the role are fully understood so it can be carried out effectively. Irrespective of the operating model, too many companies are prepared to leave it as a ‘side of desk’ activity without clear accountabilities and responsibilities. As operating models are developed and SRM roles better defined, it is becoming increasingly evident to more companies that true SRM is about an effective combi- nation of people, process and technology.
SKILLS BEHAVIOURS TRAINING
GOVERNANCE PROCESS TOOLS
PEOPLE
PROCESS
TECHNOLOGY
INFORMATION, COLLABORATION, REPORTING, CONSISTENCY
Early input to SRM programmes has focused on process and the balance needs to be restored by developing the people and technology elements. There is now a much better understanding of the skills and competencies required to deliver SRM value. This needs to be reflected in organisational design, capability assessments, recruiting and a significant investment in learning and development. Contact John Newton, Head of Learning and Development at State of Flux on +44 (0)207 842 0600 or email him at john.newton@stateofflux.co.uk for more information on talent and organisation effectiveness.
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