Last week, Joël Collin-Demers (of Pure Procurement) and I released a piece about why procurement teams are missing the mark on transformation—and to my surprise, my texts and LinkedIn messages blew up – apparently we struck a nerve. The resulting conversations made one thing clear: procurement doesn’t have a transformation problem. It has a “fixing” problem (which, unfortunately, usually creates a bigger mess).
The teams I talk to are pressured to fix their tactical pain points quickly without taking a step back to ask: what are we actually trying to achieve?
That’s why I’m writing this piece as a follow-up: we need to go deeper on “the art of the pause.”
Slowing Down to Speed Up
I get it—procurement is constantly being asked to move faster, be more agile, and deliver results yesterday. But speed without strategy? That’s how organizations waste millions on tech they don’t need, create workarounds instead of real solutions, and lose credibility with leadership.
When I played baseball in college, I would have loved to hit every 90+mph pitch. But I had to break down my swing into each element, analyze the way I was moving, and build the skills I needed over time to get the results I ultimately wanted.
Slowing down isn’t about delaying action—it’s about making sure that when you do move forward, it’s smoother, measured, confident, and most importantly, in the right direction.
What Should Procurement Teams Do During “the Pause”?
A structured 8- to 12-week assessment can make all the difference between a successful transformation and a costly mess. Here’s what procurement should be doing during this time (shameless pitch: we do this at RiseNow, hint hint!)
Define the business outcomes—beyond procurement
What is the enterprise trying to achieve? How does procurement enable that?
Stop focusing on incremental improvements—align procurement strategy with CFO-level objectives.
Assess the current tech stack before adding more
Are existing systems fully utilized, or are there features that were never even activated?
Are there redundancies or manual workarounds that shouldn’t exist in the first place?
Map out how procurement actually operates today
Where are the real bottlenecks—people, process, or technology?
Identify which problems need fixing vs. which problems require an entirely new approach.
Engage key stakeholders before making decisions
Bring in finance, IT, and business leaders to align on outcomes.
Ensure procurement isn’t optimizing in a vacuum—a system that works for procurement but frustrates the business isn’t a win.
Create a transformation roadmap, not just a fix
Prioritize foundational improvements over quick-fix solutions.
Build flexibility and a 1, 3, 5, and yes even 10-year view into the strategy—transformation isn’t a one-and-done effort.
After Your Pause, You Should Be Left With:
- A clear, validated case for change—backed by data, stakeholder alignment, and measurable business outcomes.
- An honest assessment of your current state—where inefficiencies exist, what’s working, and what’s holding procurement back.
- A mapped operating model—including the roles, responsibilities, and processes that drive procurement today and where they need to evolve.
- A tech rationalization plan—outlining what should be optimized, retired, or replaced.
- A roadmap for transformation—sequencing short-term improvements, mid-term optimization, and long-term strategy.
- Executive buy-in—because instead of asking for budget in a vacuum, procurement is presenting a strategic, data-backed investment case.
What All of This Enables
A pause isn’t just about fixing what’s broken—it’s about fueling real transformation. With this level of clarity, procurement teams can:
- Secure executive sponsorship and funding—because they’re showing the business impact, not just procurement impact.
- Make informed, high-impact tech decisions—instead of layering more systems on top of existing problems.
- Break out of firefighting mode—and move procurement into a proactive, strategic function.
- Build credibility with stakeholders—by bringing them into the process early and aligning procurement with broader enterprise goals.
- Accelerate transformation—because they’re not fixing the same problems over and over again.
Slowing Down = Faster, Smarter Transformation
Twelve weeks might seem like a long time when there’s pressure to act fast, but in the grand scheme, it’s nothing. Taking the time now to assess, align, and plan will save years of fixing misaligned decisions.
You can do all of the above yourself. Of course, if you want help – you know who to call!
