Reclaiming the Procurement narrative

In many of my coaching conversations with my clients, the struggle to reshape how Procurement is seen is an ongoing challenge as they seek to develop their strategic offering. While it's tempting to focus on external perceptions of Procurement, the reality (and I would argue, opportunity) is that the lion’s share of meaningful change begins closer to home. Let’s explore some of the root causes that make this transformation so difficult – from a coach’s point of view—and the steps that we can take to move the profession forward.

Carrying the weight of the past

We all probably have those stories from our careers. I like to call them career ghosts. A poor relationship with a line manager, a project that failed, some negative feedback that we received etc. We’re likely to collect these experiences regardless of the role we play within an organisation. For Procurement, however, the journey often comes with an added set of challenges. Beyond personal experiences, there’s a likelihood of inheriting the baggage of the profession itself. Procurement has long been pigeonholed as a function focused solely on cost-cutting, drowning in bureaucracy, and often perceived as merely transactional. These stereotypes are not just external pressures—they can unconsciously creep into someone’s own sense of professional identity, creating an invisible weight that drags you down when you’re battling for recognition. 

Your role in Procurement is what you do, but it's not who you are. By creating some distance between personal identity and the identity of the function, you can approach challenges with a clear head and avoid taking criticism to heart.

Playfully reinforcing the narrative

If you regularly scroll through LinkedIn, you’ve most likely come across a Procurement meme or two. Through the eyes of a LinkedIn creator, they’re great for engagement. If you’re a consumer of the content, it can create understanding, a sense of “we’re all in this together” or “thank goodness it’s not just me that this happens to”. There’s absolutely a place for humour in the profession, but I would place a bet that these memes create more damage to the profession than they do a sense of togetherness. Why? Well, your stakeholders hang out on LinkedIn too and a meme is more likely to encourage a roll of the eyes rather than a change in their behaviour to engage Procurement at the right time. Depending on the day that they’re having, it could even encourage them to dig their heels in even further (food for thought here: imagine if you saw an anti-Procurement meme go viral…what type of reaction would it evoke within you?)  But it goes further than this. A viral Procurement meme tells the profession that this is how it is in all organisations (when I know that there are many examples of great stakeholder engagement across all industries). It tells a newly-onboarded Procurement pro that they’re swimming against the tide. It’s easy to give up on engaging a tricky stakeholder when there’s a collective perception that it’s an impossible feat. These collective perceptions of Procurement’s value may resonate on a bad day, but they are not definitive. Let’s remember that we don’t have to accept them as truth. I’d love to see a wave of Procurement-positive memes doing the rounds in my LI newsfeed for a change - but would they receive as much engagement?

We want to be part of the solution – not the problem – which side of the fence does a Procurement meme really fall on?

We’re focused on others' perceptions more than our own.

Too often, we focus on what others think of us, striving to prove our worth and demonstrate our value, without giving equal attention to how we view ourselves reinforcing our own self-belief. Perception, in many ways, is a mirror: what’s inside reflects outwards.

As Procurement continues to spin many different plates, the pressure to continuously deliver more and more (and often with less) can be overwhelming. Despite the best of intentions, this pursuit of added value can inadvertently lead to unhealthy habits. We risk slipping into people-pleasing tendencies, saying "yes" to every request or taking on more responsibilities than we can reasonably handle, all in an effort to prove our relevance. Over time, this lack of boundaries not only diminishes the strategic focus of the function but it also takes a toll on the professionals behind it.

The result? A bank of Procurement talent that is overstretched, burned out, and increasingly disengaged - talent that also begins to question whether they need to move outside the function entirely.

To break this cycle, we need to restore the balance of recognition: remembering that adding value doesn’t mean being everything to everyone. It means setting clear boundaries, prioritising activities that are going to move the needle, and aligning efforts with long-term strategic goals. By doing so, we not only redefine how others perceive Procurement but also ensure that the function is one where talented professionals can thrive, innovate, and build fulfilling careers without sacrificing their wellbeing.

Procurement is not a one-size-fits-all approach

Every organisation’s Procurement function looks different, the needs of an SME are vastly different to global firm. This diversity can make it harder to articulate a single, universal vision of what Procurement can and should be. For some, it’s a strategic driver of innovation and growth; for others, it’s a practical cost-management tool. While the opportunity to shape a Procurement team based on the needs of the organisation is exciting, it can present challenges in storytelling for greater engagement with a lack of a blueprint to follow. But if we reframed these challenges as opportunities, it allows us to position Procurement as a highly adaptable and strategic partnership tailored to the unique needs and challenges of each organisation. This flexibility is precisely what makes Procurement indispensable: it can evolve to align with shifting organisational priorities. An exciting prospect!

How can we begin to really change the narrative?

Changing perceptions of Procurement is no easy task. It requires us to look inward, let go of the past, and adapt to the unique needs of the relevant organisation. The key to achieving this is the adoption of a people-first approach using coaching skills. Developing a coaching and growth mindset within Procurement is crucial to transforming perceptions of the function, both internally and externally. They also work hand in hand with soft skills for exceptional stakeholder engagement. Adopting a coaching approach allows Procurement to act as a collaborative partner and drive meaningful change that puts people at the heart of its approach. Coaching skills also empower individuals to facilitate conversations and navigate complex relationships, they help position Procurement as a proactive, people-focused function, ultimately enhancing its reputation and influence within the organisation.

How we can help

Coaching For Procurement is dedicated to providing coaching solutions to the Procurement profession – from 1:1 coaching through to coaching qualifications using P.R.O.C.U.R.E®: a unique flexible coaching framework to unlock potential and a coaching mindset within Procurement talent.

Contact us for more information on [email protected] or visit www.coachingforprocurement.co.uk.