We mostlythink of diversity and inclusion issues as it relates to people andorganizations. The benefit of thinkingin this dimension comes from bringing in groups of people with a broad range ofexperiences, styles, and approaches to solve organizational problems increative ways.
The sameapplies to sourcing strategies for plugging in outside organizations with ourown. This is relevant to contracting,partnerships, and strategic alliances. Sourcing strategies give us the opportunity to reflect on the strengthsand challenges of our organizations and be intentional about what kind ofoutside company can provide the biggest advantage. These successful strategies are key tobuilding an organization that is constantly learning and organicallyinnovative.
ClaytonChristensen in “Innovator’s Dilemma: WhenNew Technologies Cause Great Firms to Fail” talks about the factors that affectan organization’s ability to be creative and innovative. These three factors which “…affect what an organizationcan and cannot do [are] its resources, its process, and its values.” He goes on to say that large companies usuallyreject promising opportunities because smaller companies are better positionedfinancially, culturally, and process-wise to pursue them.
Many of usspend a lot of time bemoaning the fact that it is so difficult to innovate orleverage technology in government because of how we budget, procure, and bureaucratize. But is it really that bad?
The Officeof Management and Budget (OMB) put out an intriguing memo. For those non-bureaucrats, we live and die byOMB memos – we even give them names and numbers. It’s sort of like when your mother tells youto do something – always listen to your Mom. This memo is commonly known as Mythbusters. Here, myth #10 tells that tells us tothat getting broad participation from a variety of vendors is good for us. If we do this, we’ll grow up to be big andstrong – Mom, uh… I mean OMB has a point here. Here’s the fact:
”The government loseswhen we limit ourselves to the companies we already work with. Instead, we needto look for opportunities to increase competition and ensure that all vendors,including small businesses, get fair consideration. “
Successfulleaders will create an ecosystem where strategic partnerships exist in whicheach partner or vendor has an important role to play. Consider a shipping analogy – after all, forthose who know me, it’s all about cruising.
Large shipstend to be slow and difficult to maneuver. They are like agencies or large companies with entrenched culturaltraditions and a heritage of processes. These ships need the help of pilot boats or tug boats to help them maneuvertight channels or clear reefs in order to have a successful journey. These smaller ships are like smaller agenciesor small businesses that are able to go into places the big guys can’t fit andare nimble, quick, and flexible. Finally,we have yachts and other small pleasure boats that can run circles aroundeveryone – like the tender boats that ferry people back and forth to shore muchmore effectively and safely than the big guys can.
Whether you’rea Harvard Business School professor, a Mom, or a frequent cruiser, the value ofthe variety and capabilities that we apply to sourcing work in organizations isa key to success.
LindaCureton, CIO, NASA