At the conclusion of a vendor selection effort, Kim Ehrman recommends celebrating the project finale by reviewing all that the team has accomplished and remembering why they invested this time and expertise.

In the Contracting & Planning phase of a vendor selection effort, our goal is to dot every i and cross every t in executing vendor contract(s) and prep for implementation.

In the Negotiation & Alignment phase of a vendor selection effort, our goal is to confidently decide on the go-forward solution, considering everything the selection team has learned through the process.

In the Due Diligence & Consideration phase of a vendor selection effort, our goal is to cut through the sales pitch and figure out which options are truly a good fit.

In the Demos & Vendor Evaluation phase of a vendor selection effort, our goal is to get a clear sense for how each option can – or can’t – meet the stated needs, and begin understanding compatibility between teams.

In the Vendor Engagement phase of a vendor selection effort, our goal is to engage respectfully and productively with vendors (without oversharing!) to get a clear sense of which options may work well.

In the Vendor List phase of a vendor selection effort, our goal is to draw on information from the facilitator, selection team, and research to identify vendors that have a strong possibility of meeting our needs.

In the Future State Vision phase of a vendor selection effort, our goal is to illustrate what can be clearly enough that we open up our thinking beyond simply replacing an existing tool or process.

In the Prioritized Requirements phase of a vendor selection effort, our goal is to be able to describe the system capabilities we need to enable business outcomes.

In the Quick Start phase of a vendor selection effort, our goal is to begin this effort with realistic expectations around approach, timeframe, and outcomes throughout the project team and sponsors.

Kim Ehrman introduces an eleven-part FlexPoint Field Notes on vendor selection, which walks through our approach to build a lasting partnership with technology vendors based on proven fit.

Steven McPhee shares how the real goal of a Copilot Catalyst program is building strategic adaptability. AI toolsets will inevitably change over the coming years, but organizations who know how to learn and adapt will be able to take advantage of opportunities.

Rather than start with AI tools and how they can provide value, Steven McPhee recommends identifying business challenges with an “AI blindfold” on and then seeing how AI can be of help.

Steven McPhee provides a frame for thinking about AI investments: fertilizer, making the organization stronger without immediate impact, and staple crops, showing clear returns. He recommends a portfolio with both types of AI initiatives for long-term impact.

Despite the name, Steven McPhee describes how our Copilot Catalyst program isn't really about Copilot. Rather, it's about giving leaders a shared bootcamp experience with a common framework and hands-on practice with enterprise AI.

AI adoption expert Steven McPhee discusses how direct reports follow what leaders model, so one skeptical VP can meaningfully slow down AI adoption. That's why we learned to cross-pollinate teams, share real stories, and work across departments.

Steven McPhee shares the sobering insight that three good experiences create an advocate, while three bad experiences will create a vocal skeptic who stalls momentum across entire departments. That's why we engineer deliberate quick wins in AI adoption.

Steven McPhee shares the insight that AI moves too fast for feature-based training to stay relevant, but fluency compounds forever. That's why we stopped teaching "click here, prompt this" and started teaching exploration, error recovery, and peer learning.

Steven McPhee shares practical takeaways from rolling out Microsoft 365 Copilot. This includes learning to start with a short, high-energy sprint, then pivoting to measured reinforcement.

Steven McPhee shares how enthusiasm cascades down from leaders’ own experimentation in Copilot adoption. Instead of a handful of high performers lobbying for a broader rollout, executives lead the charge and tell the story that keeps the investments flowing.