Avoid a large-scale overhaul. Optimize a contingent workforce program through phased, evidence-based improvements. Start with a clearly defined problem, test changes in a controlled area, involve the people affected, measure the result, and expand only when the approach is working.

In a recent practitioner keynote, Milena Cerdas, Head People & Culture, Global Procurement at Philip Morris International, described how an inherited program without a clear owner began its improvement journey by bringing key functions together: "We got procurement, HR finance legal, and IT together and basically started with some quick wins to get everyone motivated." Her experience shows that early, visible improvements can build confidence while cross-functional partners help ensure that change supports, rather than interrupts, business operations.

During the same event conversation, practitioners described the value of adding a pre-discovery phase 6–12 months before a rollout. This gives local teams time to participate, surface operational needs, and prepare for the change before formal design, testing, and deployment begin.

For contingent workforce operations and procurement transformation leaders, identify one high-impact friction point, such as a delayed approval, poor supplier feedback loop, or incomplete worker visibility. Define the baseline, establish a limited pilot, assign accountable owners from procurement, HR, legal, finance, IT, and the business, then review the outcome with affected users before scaling the change.

Join ProcureCon Contingent Staffing to learn how enterprise leaders use pilots, cross-functional collaboration, and practical change management to optimize programs while maintaining business continuity.