Mark Boswell, Director at management and technology consulting firm, BearingPoint, looks at the impact of technology on procurement’s transformation.

Technology is transforming procurement by adding value at every stage of the lifecycle. We can see this impact from supplier identification and selection to processing supplier payments. Beyond operational efficiencies, it empowers procurement teams with data-driven insights to realise greater cost savings, enhanced transparency to ensure compliance, and improved collaboration across the supply chain.

However, the implementation of new technology in any organisation is often a double-edged sword. The potential for increased efficiency, innovation, and competitive advantage is undeniable. Nevertheless, the challenges associated with organisational change can undermine these benefits. 

This article explores three key facets of change management: 

  • Building a change-ready culture
  • Managing resistance and driving adoption
  • Integrating change management with project management. 

Together, these elements create a framework for achieving sustainable success during technology implementations.

Building a Change-Ready Culture

Technology is only as effective as the procurement professionals who use it. Building a change-ready culture ensures that the team is prepared to embrace new systems and processes, rather than resist them. This cultural foundation is critical for successful technology adoption within the procurement function.

The first step for CPOs is to clearly articulate why the change is essential. Procurement professionals need to understand how the new technology aligns with strategic procurement goals, such as supplier diversity, cost optimisation, and risk management. For instance, communicating how an advanced analytics platform can uncover cost-saving opportunities or enhance supplier negotiations can make the case compelling.

Leadership within procurement plays a pivotal role in fostering this culture. CPOs and procurement managers must act as champions of the new technology, demonstrating their commitment through visible participation and consistent communication. 

Engaging procurement staff early in the process is equally vital. Involving category managers, sourcing specialists, and contract administrators in discussions about the technology ensures their perspectives are considered and their concerns addressed. Workshops and focus groups that tailor discussions to specific procurement roles can build buy-in and a sense of ownership. 

Also, a targeted training program is essential to equip procurement teams with the skills and confidence they need to use the technology effectively – tailoring training sessions to specific roles and learning styles maximises their impact.

Finally, establishing mechanisms for feedback ensures the organisation remains responsive to the needs of procurement staff. Surveys, one-on-one discussions, or regular team meetings provide valuable insights into potential pain points. Clear communication from the outset—including setting expectations and addressing concerns—builds trust and minimises uncertainty.

Managing Resistance and Driving Adoption

Resistance to change is a natural response, but it can significantly derail technology projects in procurement if not proactively managed. Understanding and addressing resistance is critical for driving adoption within procurement teams.

Resistance often stems from skepticism about the technology’s benefits, fear of job displacement, or concerns about added complexity in day-to-day tasks. For example, category managers might worry that automated systems will undermine their strategic decision-making capabilities. 

Addressing these concerns with targeted communication is vital: procurement leaders should emphasise how the technology complements their expertise, such as how predictive analytics can support more informed supplier negotiations.

Leveraging early adopters within the procurement team and recognising their efforts can accelerate technology adoption. 

Influential professionals who advocate for the system and share success stories, such as demonstrating how an e-sourcing tool streamlines supplier evaluation, can inspire peers. Simultaneously, rewarding teams or individuals for milestones like fully integrating supplier data into a new SRM platform reinforces positive behavior and highlights the organisation’s appreciation.

Integration of Change Management and Project Management

The integration of change management with project management ensures that the technical and human aspects of procurement technology implementation are addressed in tandem. 

This holistic approach minimises risks and maximises outcomes.

Procurement and change management teams must collaborate from the start to align their objectives. For instance, integrating timelines for e-procurement platform rollout with training schedules ensures that procurement staff are ready to use the system as soon as it goes live.

Phased implementation is particularly effective in procurement. Rolling out new technology in stages—such as starting with a pilot program in a single category before scaling—reduces disruption and provides opportunities for iterative learning. For example, implementing a spend analytics tool in the indirect spend category first can yield valuable lessons for broader adoption.

Engaging all procurement stakeholders—from sourcing specialists to CPOs—through regular updates and progress reports fosters alignment and consensus. Keeping communication channels open builds trust and ensures that potential issues are addressed promptly.

A comprehensive risk management plan should account for both technical challenges and human factors within the procurement function. 

Identifying potential roadblocks—such as integration issues with existing enterprise resource planning (ERP) systems or resistance from key suppliers—and developing mitigation strategies ensures smooth implementation.

Conclusion: How To Effectively Drive Change And Embrace Innovation

Change management is not a one-size-fits-all solution, nor is it a supplementary activity to technology implementation. 

It is a critical enabler of success that addresses the human dynamics of change. In doing so, it ensures the organisation is not only prepared for new technology but can also thrive because of it. By building a change-ready culture, managing resistance, and integrating change management with project management, organisations can unlock the full potential of their technology investments.

At BearingPoint, we have seen the transformative impact of prioritising change management. Organisations that invest in their people as much as their technology set themselves apart in an increasingly competitive, dynamic environment. After all, technology may drive efficiency, but it is people who drive change.

Related Stories

We believe in a personal approach

By working closely with our customers at every step of the way we ensure that we capture the dedication, enthusiasm and passion which has driven change within their organisations and inspire others with motivational real-life stories.