I have to admit that I was happy to see that my numerous discussions with IACCM has made an impression on them to the point that they would talk about the core elements of the SRS relational model that we developed and implemented over the past 20 years in their recent “Contract Management Success: The Secret Sauce” webinar.
While this does not surprise me in that other associations and industry pundits are talking about the importance of my Relational approach to contract management – including the creation of a Relationship Charter – with increasing frequency, it is nonetheless a humbling experience. The fact is that this paradigm shift to which I had referred in my new book “Relationships First: The New Paradigm in Contract Management,” is long overdue.
All this being said I never expected that similar to Kleenex, which has become the ubiquitous term used for all tissues regardless of make, my terminology and the principles that define the SRS Relational Model would itself become a defining reference point in terms of the evolution of contract management.
However, there is a cautionary element that must be considered relative to the momentum surrounding the use of Relational terminology. Specifically, talking the talk and walking the talk are two very different things.
As we have learned about the long on promise short on results sentiments relating to the “win-win” negotiating approach, simply recognizing the key elements of a model is not the same as actually being able to successfully implement it. Over the past 20 years, and as outlined in great detail in my book, myself and my team have successfully implemented the Relational model in both the public and private sectors.
Our vision is to make the Relational Model the de facto standard for complex procurements and strategic initiatives including outsourcing and Public-Private Partnerships. Sourcing and managing relationships is fundamentally different than sourcing and managing contracts, deals or transactions. Based on our extensive experience and expertise, we help our clients to make the transition to a relationship based contracting model, by way of a full suite of proven advisory services. This includes capacity building (in class and online training) and knowledge transfer services to help them to establish and manage high performing relationships.
Once again, it is fantastic that the industry as a whole is working to reverse the high rate of complex contract management failures by adopting the SRS relational contracting model constructs. Going forward, I see such tremendous potential for organizations to finally address the value erosion to which Tim referred in the IACCM webinar through the use of the SRS Relational model. In this context the coming months and years should prove to be very exciting, and for me personally fulfilling.