In response to my post regarding the Commonwealth of Virginia’s success with eVA, Joël Collin-Demers wrote the following:
I read your 2-part article on eVA you referenced the other day. These two passages stuck out the most to me.
“In 2007, 80% to 90% of the total identified spend was processed through the eVA initiative. This isn’t an intended rap against Ariba, but a throughput increase from less than 1% to more than 80% in a 6 year period paints a more effective picture than a nebulous 108% increase over either an unknown or inconsequential point of reference.”
“Hungry for business, CGI accepted the Commonwealth’s offer to be paid a percentage based on the volume of orders processed through the system. […] This is a far easier task when the proverbial financial clock isn’t ticking louder with each dollar that is spent.”
First, we see a 6 year ramp up to get to 80% of spend processed through the platform. A realistic timeline on which to measure success/ROI.
Second, we see a partnership model with their implementation partner gets paid based on results.
These are two things that, in my mind, set this case study apart from others. I want to learn more about the second point.
Here is my reply:
It was quite an innovative approach at the time, Joël Collin-Demers.
You may laugh – I still chuckle from it, but you reminded me of a question a senior exec once asked me more than 25 years ago.
Question: In a bacon and egg breakfast, what’s the difference between the chicken and the pig?
Answer: The chicken is involved, but the pig is COMMITTED!
Regarding your strategic partnerships, which type of partner are you dealing with? With which kind of partner should you be dealing?
The Commonwealth of Virginia eVA team had the knowledge and skills, unwavering resolution and uncompromising determination to take the lead in the practitioner-provider relationship. They succeeded because they “owned” their success rather than looking to an outside third party alone to provide it.
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Procurement Insights 
Why the Answer to Digital Success is On Your Breakfast Plate
Posted on March 17, 2023
0
In response to my post regarding the Commonwealth of Virginia’s success with eVA, Joël Collin-Demers wrote the following:
I read your 2-part article on eVA you referenced the other day. These two passages stuck out the most to me.
“In 2007, 80% to 90% of the total identified spend was processed through the eVA initiative. This isn’t an intended rap against Ariba, but a throughput increase from less than 1% to more than 80% in a 6 year period paints a more effective picture than a nebulous 108% increase over either an unknown or inconsequential point of reference.”
“Hungry for business, CGI accepted the Commonwealth’s offer to be paid a percentage based on the volume of orders processed through the system. […] This is a far easier task when the proverbial financial clock isn’t ticking louder with each dollar that is spent.”
First, we see a 6 year ramp up to get to 80% of spend processed through the platform. A realistic timeline on which to measure success/ROI.
Second, we see a partnership model with their implementation partner gets paid based on results.
These are two things that, in my mind, set this case study apart from others. I want to learn more about the second point.
Here is my reply:
It was quite an innovative approach at the time, Joël Collin-Demers.
You may laugh – I still chuckle from it, but you reminded me of a question a senior exec once asked me more than 25 years ago.
Question: In a bacon and egg breakfast, what’s the difference between the chicken and the pig?
Answer: The chicken is involved, but the pig is COMMITTED!
Regarding your strategic partnerships, which type of partner are you dealing with? With which kind of partner should you be dealing?
The Commonwealth of Virginia eVA team had the knowledge and skills, unwavering resolution and uncompromising determination to take the lead in the practitioner-provider relationship. They succeeded because they “owned” their success rather than looking to an outside third party alone to provide it.
30
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