Case Study: Shaping the Future: Training for Cadent Gas’ 2030 Procurement Strategy

To achieve the objectives, we provided senior procurement advisory services and deployed our training methodology and tool sets. We initially deployed two Barkers surveys to the Cadent procurement team (procurement skills and assertion surveys).

The procurement skills survey assesses technical procurement skills across key procurement dimensions and in relative performance to other leading companies based on 10,000+ responses. It provides a comparison against a European Utility Sector average and best in class.

The assertion survey assesses levels of aggression, assertion and non-assertion to identify influencing and negotiating capability and the areas of focus for further coaching and development by team and individual.

The surveys help people to accept current performance levels and to recognisethat the business is investing in their capability and development.

Following the completion of the surveys, Barkers produced a report per team on their capability and assertion levels with a recommended capability development plan. The plan included commentary highlighting the top three capability gap areas and recommendations for enhancement through training and coaching change. The next phase of the work was split into three streams:

1. Team journey: Initially working with Cadent Gas procurement leadership team we developed a plan based on value enhancement and alignment to company goals. This included 1-1 discussions with the procurement senior leadership team and senior stakeholders to review plans and provide independent view, advice and guidance to help shape strategy and plans. Exercises benchmarked where they were today and where the team want to be in 2030. The outputs of this initial work helped to support drafting and articulating vision, strategy and plans for the department back to the wider procurement team.
2. Core Strengths (SDI 2.0): A core strengths assessment survey was issued to the team. A personal report was provided to each individual and training sessions were provided for the team to understand how themselves and others may behave in various situations. The team outputs were integrated into negotiation and assertion training content.
3. Skills enhancement: Classroom based training was delivered over a 2 month period to develop technical skills for negotiation and financial skills alongside behavioural techniques on how to be more assertive. This was followed by the development of coaching plans.

The programme delivered measurable improvements across capability, confidence, and strategic alignment, including:

• Over 14 training sessions completed which included 33 people, covering 4 topics of SDI 2.0, assertation training, negotiation and financial analysis to ensure the team can operate more effective vs the benchmark.
• Procurement road map drafted with points explaining what would it look / feel like and what would it take to deliver.
• Individual team members received a personalised SDI report and training that provided insights on how to influence others (suppliers and internal stakeholders). Rather than focusing on WHAT we do, SDI 2.0 helped them to understand WHY we behave and HOW we relate to each other. This plays a direct role in helping us relate to others – building our ability to improve dialogue.
• Individual coaching plans and training content allowed for effective performance conversations and staff development.