Step 2: Secure C-Level Executive
Support
• Process Overview
• Preparation
• On-Going C-Level Support
• Examples of Statements
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.
Improve Procurement Process by
Securing C-Level Support
NMSDC’s Best Practices in Minority Supplier Development: Guidelines (New York: National Minority Supplier Development Council, Inc. 2010)
• 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)
Improve Procurement Process by
Securing C-Level Support
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
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
Preparation in Advance of Making
C-Level Presentation
• 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
Benefits to the Company Drive the
Decision to Support Supplier Diversity
• 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)
• 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”
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
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
1Success Measure For Securing C-Level
Support
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
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
Success Measures For Securing C-Level
Support
2
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
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
