Strong teams still fail
without the right leaders.
Technical capability gets a procurement team to the table. Leadership determines what happens once they're there. This programme was built for CPOs who need their team to lead — not just execute.
Team Program
No pricing. No obligation. The brochure does the rest.
Good strategy. Good process.
Still not delivering.
Procurement functions invest heavily in technical capability — category management, sourcing methodology, contract governance. Those investments are necessary. They are not sufficient.
The gap that most often holds a procurement team back is not technical. It is how the team leads — how it builds trust with the business, how it handles conflict, how it drives commitment when a programme of work gets hard, and how it holds people accountable across complex, cross-functional relationships.
In procurement, "team" is rarely a neat org chart. Your team crosses departments, agencies and seniority levels. It operates in relationships where authority is limited and influence is everything. That redefines what leadership actually means — and most leadership development ignores it.
This programme does not. It was built for procurement teams specifically, drawing on one of the most proven models of team performance and applying it to the context your people actually work in.
- You have technically capable people who struggle to land their ideas with senior stakeholders
- Your team avoids difficult conversations — with each other or with the business
- Procurement-led change initiatives are losing momentum after launch
- Accountability is patchy — people are compliant, but not genuinely owning outcomes
- Your team is measured on activity, not on the results that matter to the executive
- You're building toward a high-performing function and leadership is the missing layer
Five shifts. One coherent team.
Each workshop targets one of the five obstacles that prevent high-performing procurement teams from delivering. Together, they produce a function that the business trusts, respects, and brings into decisions early.
Your team earns the status of trusted adviser. Stakeholders stop second-guessing procurement's motives and start bringing it into decisions earlier, because they trust the commercial judgement behind the advice.
Your team develops the credibility to have difficult conversations — with suppliers, with business units, and across functional boundaries. Discourse that used to get shut down now surfaces better ideas and stronger outcomes.
Your team understands why change fails and knows how to lead through it. Procurement-led initiatives keep their momentum after the launch, and the people who need to carry the change understand why it matters.
Your team moves from compliance to commitment. People take ownership of outcomes — not just process — and build the same accountability in the stakeholders they work with. The result is a function that is honest, transparent, and trusted to deliver.
Your team knows how to map competing stakeholder interests, manage them without losing alignment, and demonstrate procurement's contribution in the language the executive team uses. That is what commercial leadership looks like.
Built on Lencioni.
Built for procurement.
This programme is grounded in Patrick Lencioni's The Five Dysfunctions of a Team — one of the most enduring models of team performance — customised entirely for the procurement context.
The model is not a framework for fixing broken teams. It is a framework for making capable teams exceptional. It works by identifying the five obstacles that prevent even talented, technically skilled procurement functions from performing at their potential.
The obstacles are sequential. Trust makes candid debate possible. Candid debate makes commitment possible. Commitment makes accountability possible. Accountability makes results possible. Address them in the right order, and the impact compounds.
Each obstacle builds on the one below it. Trust is the foundation — which is why Module 01 starts there.
Developing self-awareness and stakeholder knowledge to build genuine credibility. Learning to convey a clear vision, create a culture of collaboration, and earn the status of trusted adviser with the business.
Developing the credibility to lead difficult conversations. Navigating complexity, competing interests and cross-functional ambiguity. Delivering messages with influence, and facilitating the kind of debate that surfaces better decisions.
Understanding how change works and how to lead through it — across teams, agencies, and functions. Building the facilitation and influencing skills that keep a procurement initiative moving when the champions disappear.
Building a culture where people take genuine ownership — not just compliance. Coaching and mentoring for accountability. Creating the momentum that gets stakeholders to commit, not just agree, to the outcomes procurement is delivering.
Mapping and managing competing stakeholder interests. Using influence to gain agreement across teams. Demonstrating commercial leadership and sharing best practice in a language the executive team understands and acts on.
Designed to transfer,
not just to inform.
The programme is built on the 70:20:10 model — the most evidence-backed framework for converting structured development into sustained behaviour change.
Formal instruction accounts for 10% of real leadership development. The other 90% happens through applying new thinking to real work and processing it with managers, coaches and peers. So the workshops are not the programme — they are the catalyst. Every session comes with pre-work to frame the problem, and post-session application prompts that connect the learning to what your team is actually dealing with.
An optional assessment process at completion gives your team a formal credential aligned to the Global Standard for Professional Competence in Purchasing and Supply Management.
The programme detail
is in the brochure.
The full module structure, session outcomes, benefits of participation, and delivery approach are in the programme brochure. Download it and share it with the people who need to see it.
In-company delivery only. Contact us to discuss programme structure, cohort size, and timing.