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How Do You and Your Team Stack Up?

How can you arrive at your intended destination if you haven’t marked your starting point and identified the route to arrive at your goal?  You can’t. 

It is why we offer organizational and individual assessments to our members.  They are the bedrock tools to determine where you should place your time and resource, and how you track progress along the way.   

Are your teams’ skills and competencies up to par with comparable teams in other organizations?  

How do your processes stack up against others within your industry or region?

Benchmarking and Planning Tools

Taken together our Capability Maturity Analysis & Benchmark and Competency Management Programs tackle core issues of economic value erosion through poor contracting process and practice.

Commitment Matters Blog

How does your team stack up?

Twenty-five years ago, I was leading a project at the IBM Corporation to develop a worldwide contracting process. The world was in a state of turmoil, with new technologies breaking down boundaries and geopolitical change challenging established norms.

At IBM, we knew that we had to change – and we had to do it fast. The market was demanding products and services that would equip them for this altered environment. Our management systems, our measurement and reward systems, our internal technology – the Corporation faced a need for fundamental transformation.

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Sally Guyer, Executive, board director, mother and entrepreneur


IACCM research has shown that good Contract Development and Management could save a massive 9% on average of a company's annual revenue. Why is it that years later, the value leakage continues?

The purposes of a contract are largely to secure economic value and to operate as an instrument of business management and control. Research data shows that in many cases, the contracts we produce and the way they are managed are not 'fit for purpose'. The result is substantial value erosion representing an average of 9% of annual revenue value leakage.

This leakage value was derived from IACCM research representing over 12,000 organizations, and originally reported in 2012. The 9% is an average number, that crosses industry, company, and contract size. Companies that are highly transactional with tight margins who measure results continuously will have a lower number than those who run large longer term mutli-level projects and contracts, where the leakage is higher. CPG could fall in the former category, Oil & Gas/Utilities could fall into the later.

Since the updated report came out in 2015, many of the larger consulting companies have done independent research with their clients, and have corroborated the fact that there is a large portion of revenue being missed. In 2020, we plan to conduct further benchmarking studies that will look to see if value leakage has changed in any material way. So the 9% should be looked at as a guidepost, and the actual number for a particular company investigated. Whether the leakage is 6% or 20%, there is room for improvement. The value is there, how can you make sure you keep it?

Value can be lost after the deal is signed, but it is also important to remember value can be lost before the deal is signed. It is important to note this is just value erosion - not value missed (e.g. failure to improve or innovate) that number is not easily quantifiable. If you are not aware of the potential that was missed, you can't track it. Are you one of the companies that just doesn't react to an opportunity, rather aims to respond to it taking into account many different alternatives and options with a strategic playbook? Exploring options not only your side but what the other side may offer as well?

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More than 750 organizations participated in World Commerce & Contracting's latest study, which covers all the critical areas of organizational design and performance. Reporting lines, performance measures, role and responsibilities, headcount, sources of learning - these and more are covered with extensive data, analysis, and World Commerce & Contracting's observations and commentary.

When reviewing the findings, please remember that in many cases they may reflect an average. Where necessary, you may wish to contact us to obtain more precise data applicable to your industry or size of organization. Equally, you may wish to contact us about undertaking a process capability assessment and workshop to assist your improvement journey.

Contracting (the process) and commercial management (the policies and practices that define the process) are of major importance to business and society. Together, they set the framework for trading relationships and trade is fundamental to the human world.

It is in this context that World Commerce & Contracting undertakes research to better understand how organizations structure themselves to develop, deliver and perform on their contracts. Our areas of interest are primarily in the business-to-business and business-to-government categories and examine the topic from both buyer and supplier perspectives.

Download the report

Filling in the Gaps

Take advantage of the World Commerce & Contracting learning programs, to close the gaps that have been identified in the Capability Maturity Analysis and through our Competency Management Program.