Step 2: Secure C-Level Executive Support

Transcription

1 Step 2: Secure C-Level Executive Support

2 Section Outline Process Overview Preparation On-Going C-Level Support Examples of Statements

3 Improve Procurement Process by Securing C-Level Support The goal for this step is to secure your organization's top executives support for the supplier diversity strategy. The National Minority Supplier Development Council (NMSDC) says that the key measures of success in this step are 1 : The corporate governance body has established a minority supplier development program as a policy of the corporation The CEO has issued a minority supplier development policy that articulates the rationale supporting the initiative. The CEO has appointed appropriate full-time staff and resources for minority supplier development. This session will guide you through the process of securing C- Level support. NMSDC s Best Practices in Minority Supplier Development: Guidelines (New York: National Minority Supplier Development Council, Inc. 2010)

4 Improve Procurement Process by Securing C-Level Support Action Step 1: Once you have completed the business case engage your immediate supervisor for support in presenting the case to senior management. Action Step 2: Find receptive senior leadership advocates within the organization and meet with them one-on-one (if possible) to share the business case and secure their assistance in securing C-level support. You may want to discuss the role of executives in guiding, implementing, and supporting the Minority-Owned Supplier Strategy. Action Step 3: When working with senior leadership develop a strategy and materials to prepare in advance of meeting with the appropriate C-level executive (s)

5 Preparation in Advance of Making C- Level Presentation Know Your Audience Understand who is a C-level executive: They are leaders who typically have vision and focus on the big picture of the company Learn what drives the C-level executive: They like to focus on the company s image, what the company stands for it stands for, how to stay in front of the competition, and how to drive shareholder value. They typically focus on measurable, tangible, bottom line results Determine what they are looking for in new strategies They typically expect new strategies to drive new profits, increase share price, grow marketing share, provide a competitive edge and/or to make the company a market leader Understand their role in the company: They have influence and have the ability to change minds of others, especially those in high places They have authority and the power to make decisions and the control to spend money

6 Preparation in Advance of Making C- Level Presentation Confidence Build unshakable confidence in the business case and your presentation prior to presentation to C-level executives The case will be sharpened by working with senior managers and directors who will challenge assumptions and assist in preparing the case and its value to the company Synergy Build a team that helps you sell your business case Rapport Build rapport at every level of your organization Analyze all Results: As the case works its way up through the organization alter the case and your presentation based on feedback you receive

7 Benefits to the Company Drive the Decision to Support Supplier Diversity Recommended strategy must: have an impact on how the organization interacts with its customers cross departmental/divisional lines have an impact on the effectiveness or efficiency of key revenue-producing employees have an impact on company s profits

8 C Level Support Meeting Understand how much time in advance you need to schedule your meeting In preparation for your C-Level Meeting be prepared for someone to ask you So What Understand Meeting Expectations You are walking in with credibility It is yours to lose Be prepared to present a 2 to 3 minute summary of what you are about to present and your ask 15 Minutes Maximum Meeting Time Do not discuss matters that are not relevant to the meeting Target presentation only to the things that are important to the C-Level Executive (Risk Competitive Advantage Benefits) Prepare a Slide Presentation of your Business Case Rule of Thumb 3 minutes per slide Clean and Crisp Communication (Demonstration that you understand)

9 C Level Support Meeting Know your C-Level Executive Focus your presentation on heir strength. They may be finance, operations, or marketing people so knowing your audience will help you make your case for their support Make the case for Supplier Diversity Support by using your Business Case Be prepared to ask for what you want Call to Action Getting invited back is the Goal

10 Securing On-going C-Level Support Securing one-time support isn t sufficient. Ongoing engagement with C-level supporters is critical to drive organizational change Follow up with C-level and other senior managers as the strategy is deployed Go back in and discuss the associated results Continue to connect supplier diversity strategy with organizational success Establish credibility with senior executives Report back via the metrics that are important to the C-level executive

11 Success Measure For Securing C-Level Support You ve reached this goal when corporate executive management defines and documents its minority supplier policy, including defining annual performance goals, establishing accountability mechanisms, reports minority supplier utilization, and publically articulates its commitment to increasing minority business utilization 1 1 National Minority Supplier Development Council: Best Practices in Minority Supplier Development

12 Success Measures For Securing C-Level Support 2 You will know that you re successful in securing C-Level support when: 1. The corporate governance body has established a minority supplier development program as a policy of the corporation 2. The CEO has issued a minority supplier development policy that articulates the initiative. The CEO insures that this policy is communicated to staff and implemented 3. The CEO has appointed appropriate full-time staff and resources for minority supplier development 4. There is an executive advisory council/committee composed of key stakeholders to drive the program s progress 5. All levels of management are accountable for minority supplier development 2 National Minority Supplier Development Council: Best Practices in Minority Supplier Development

13 Success Measures For Securing C-Level Support 2 You will know that you re successful in securing C-Level support when: 6. Management directs that supplier diversity be incorporated into the business planning cycle 7. Supplier Diversity/Development function belongs in procurement for most companies and business models but in all cases it should be part of the corporations umbrella Diversity Strategy 8. There is a written supplier diversity corporate policy that clearly defines executive management commitment and measures successes 9. Minority business utilization metrics are included in annual performance goals for the corporation and for each business unit/division of the firm 10. A minority supplier development strategy emanates from a business strategy and is not a social policy statement 2 National Minority Supplier Development Council: Best Practices in Minority Supplier Development

14 CEO Statements: Verizon Verizon is committed to continuously identifying and expanding effective business partnerships with Diverse Suppliers. These mutually beneficial relationships will allow us to provide superior service and excellent communications experiences for our customers, while broadening our reach in the competitive marketplace. Lowell C. McAdam Verizon, Chairman and CEO

15 CEO Statements: Avis Budget Group Both Avis and Budget have a long-standing culture of embracing diverse suppliers, and that will continue to be a driving force from the outset of the new Avis Budget Group. A company with approximately 29,000 employees and 450,000 vehicles requires a sizeable supply of goods and services, and our needs cannot be met by a single supplier. Our increasing cooperation with disadvantaged, minority and women-owned companies has allowed us to strengthen our supplier base, and form great partnerships with hundreds of companies who have contributed to our success. I am proud of what our company has accomplished with the minority and women-owned business community and, moving forward, I am confident that our supplier diversity team will continue its outstanding work in identifying and integrating those businesses into our supplier base. These continued efforts will only make our company stronger and demonstrate our leadership in not only rental car services, but also corporate supplier diversity. Ronald L. Nelson Chairman & Chief Executive Officer