If expertise could be created through prompting, organizations using the same models and similar prompts should produce broadly similar recommendations.

A corpus answers the question: “What do I know?” A persona answers the question: “How do I think and judge?” The combination is significantly more powerful than either component individually.

What makes sourcing analysis difficult in real life is rarely a lack of information. Usually, the difficult part is interpretation.

SaaS renewals should not be treated as an administrative activity. They are leverage events. In many companies, the renewal cycle becomes the only realistic opportunity to reassess platform strategy, challenge pricing structures, eliminate inactive subscriptions (shelfware,) review duplicated functionality, negotiate scale-down rights, benchmark commercial conditions, reconsider sourcing strategy, or reassess vendor dependency.

It always amuses me when people post "use my prompts", which sounds to me like "skip time on a diagnosis, take my medicine."

Information asymmetry is one of the most underestimated typical problems in procurement, especially in the IT categories. Most sourcing discussions focus on pricing, negotiations, supplier competition, or contract clauses. Yet many procurement failures originate much earlier — at the information level. The fundamental problem is simple: one party knows significantly more than the other. In complex categories like IT procurement, suppliers typically possess far greater visibil

The opportunity is usually not another platform purchase. The opportunity is operational integration and administrative simplification.

The Kraljic Matrix was never intended to become a yearly PowerPoint ritual. It was supposed to support procurement decision-making. The more repeatable, transparent, and automated the process becomes, the more useful the model actually appears.

Transforming procurement isn’t a walk in the park. It takes planning, patience, and a bit of grit.

Most supplier surveys don’t fail because of bad questions. They fail because of how they are performed.

Here we are expecting a breakthrough performance without: redesigning processes (e.g., digitisation vs digitalisation) relieving people's fears of job loss, developing new skill sets, assigning ownership, enforcing usage, measuring outcomes.

Whether the large SaaS vendors can keep control of the orchesration and integration layer remains one of the most interesting questions in the enterprise software industry.

Most organisational inefficiency comes from undefined states, unclear ownership, and uncontrolled transitions — not from a lack of intelligence. Those problems are solved with basic RPA and workflow design, not machine learning.

Nano-SaaS, therefore, emerges precisely where incumbents stop: at the level of micro-niche problems that only become viable when developed through vibe coding.

If your team is still approving documents over email, the bottleneck isn’t technology — it’s habits. The hardest thing to overcome despite all the benefits of this achievable automation.

The iterative, visual, rapid experimentation model that gets the stuff done without ceremonies. It’s not software engineering. It’s not “shadow IT” either. It’s problem-solving - by the citizens and for the citizens.

In times when Zero Bureaucracy becomes the government strategy, Vibe Coding can be the way to fulfil bold declarations and truly embrace AI.

Nevertheless, I encourage you to try. The joy of the working process is remarkable, and it's more intense the longer you have been working and the deeper you have drowned in desperation and disbelief on the midway.

A payment term is only an “asset” if it produces financial benefits or savings.

Many leading organisations are now shifting toward a hybrid model that combines strong ethical principles with leaner controls, enabling agility, innovation, and supplier collaboration.