The key was to break down functional silos which made optimization impossible. For example, third party spend was highly dependent on the efficiency of internal operations, workflow, availability of information and integrated systems. As a result, mere retendering had marginal impact on total cost.
We focused on accelerating implementation of new technology that was key to drive efficiency and integration with suppliers and clients. Legacy culture drove each area head to resist outside help and internal collaboration for fear of being seen as “unable to manage your function”, so the transformation needed to be framed around new values necessary to drive performance, with leadership being kept accountable for personifying those new behaviors.