Source to Pay transformation: it’s about people, not tools
It’s a familiar pitfall: in Source to Pay transformations, the focus is often on implementing a tool, while the real change lies in the impact on the people who work with it. In this blog, Piet Dijkstra explains why a successful Source to Pay transformation isn’t an IT project but an organisational challenge. “Success happens where technology and a people-centred approach to change come together. Involve employees and suppliers from day one – they make the difference.”
The Source to Pay process touches almost everyone in the organisation. Whether it’s ordering office supplies, signing an IT contract or approving an invoice, sooner or later everyone has to deal with it. That broad involvement is exactly what makes a transformation in this area complex, but also full of opportunity. Even so, many organisations still approach a project like this as the implementation of a tool. But if you only look at technology, you miss the heart of the change: the people. “If you want to create support for new processes, you have to start with understanding. Understanding who your users are, what they need and what will change for them,” says Piet Dijkstra, Senior Consultant Source to Pay at Spendlinq.
The connecting link
The Source to Pay chain doesn’t stand alone. It connects a network of procurement, finance, suppliers and employees from across the organisation. The buyer who signs a framework agreement, the controller who monitors budgets, the contract manager who safeguards compliance. They all play their part. And that calls for an approach that does justice to the perspectives of all these stakeholders.
From operations to strategy
A lot changes for professionals in the Source to Pay domain. Not only do processes become more efficient and data more reliable, the work itself shifts too. Less repetitive work, more room for strategic thinking. “Working digitally and with AI requires new skills,” says Piet. “But it also offers opportunities to make the work more enjoyable and impactful, as long as you prepare people properly.”
Change capacity: technology moves faster than behaviour
You can roll out technology in weeks. But behaviour rarely changes at the push of a button. A new way of working demands continuous investment in people and culture. Change capacity is therefore an essential condition for success. Not only in the project teams, but across the whole organisation. Think of engaged leaders, tailored training, role modelling in the line and room to learn.
“A process change is only sustainable when people understand why they need to work differently – and feel supported in doing so,” says Piet. “That takes clear communication, active guidance and a safe environment where it’s fine to make mistakes.” Only then is there room for innovation that lasts.
Standardising without rigidity
Anyone in the business can take part in the Source to Pay process. And everyone experiences that process differently. Facilities wants to move fast, IT is looking for flexibility, and project teams want insight into their spend. “Every department has different needs and will approach the process in different ways. By mapping the flows and talking to end users up front, you learn a lot about the change that’s needed. End user feedback provides valuable information about requirements and user experiences.”
Piet continues: “Of course, it isn’t possible to cater for every personal preference in a standardised process. But it is important to think carefully about the ‘customer journey’. In Source to Pay processes too, the motto is: ‘Know your customer’. Above all, you want to offer an accessible process supported by a user-friendly platform. The simpler the system is to use, the higher the adoption.”
Partners in the transformation
Increasing digitalisation also demands a lot from suppliers. Think of e-invoicing, digital catalogues or supplier portals. It can make collaboration far more efficient, but that requires clear alignment and communication. Especially with strategic suppliers, it’s essential to map out the impact of the change properly and agree on the new way of working together. “A successful transformation is a two-way street,” says Piet. “If you bring your suppliers along, the whole chain grows with you.”
Success starts with collaboration
Piet concludes that technology is only a means to an end. “The real transformation lies in the way people work together, within teams and with external partners. By investing in stakeholder management, user-centred design and clear communication from the start, you lay the foundation for a future-proof Source to Pay process. And that delivers not only efficiency, but above all control, trust and support.”
