Executives readily admit the importance of trust when working with third party partners and suppliers. But building trust isn't as easy as it seems.

Andrea Montreuil and I discuss what trust looks like and how to build more valuable relationships for innovation.

Having strong relationships with your suppliers won't automatically lead to better innovation. Dr. Graham Cross and I discuss what supplier innovation looks like and how businesses can capture value from these relationships. 

To help me understand more about the role of government in innovation, I'm talking to Ian Reese. He looks after the Inspectorate Strategy and Innovation Unit for medicines and healthcare products in the UK. We speak about the dynamic relationship between the government and innovators, some of the processes involved and the role of lobbying and regulation.

If 55%-65% of enterprises source their innovations externally then enterprises need to enhance their ability of working with their suppliers. Darragh Toolan introduces me to Supplier Collaboration and Innovation as well as the idea of innovation ecosystems. 

The effects are COVID-19 are far reaching and difficult to predict. This pandemic is changing our behaviour and revealing new consumer needs. Companies must respond to these changes and they must do it fast. Chris Holmes and I are talking about how a global crisis ignites innovation in enterprises and what it might look like for the long term. 

Our newsfeeds are flooded with stories about the negative effects of COVID-19. Of course, the ramifications are huge and a lot of the impact is huge. But how

is it affecting massive, multination companies? How are they finding ways to respond to the crisis with new ways of working that could transform how we do work well into the future? Isn't this the basis of innovation? Join Russell Carter and I as we unpick these questions. As the chairman and co-founder of Ten80 he's seeing, first hand, how corporations are responding to the crisis in ways that will transform them for the better.

A lot of people use terms like "supplier relationships" and "partnerships" interchangeably. To most of us, they mean the same thing. But when you're talking about your procurement strategy, it's important that you differentiate between the kinds of arrangements you want to nurture. They'll impact how you carry out your strategy and what resources you need to invest in.

With 60-80% of total organisational spend sitting with suppliers, leadership teams are recognising the strategic importance of Procurement and Supply Chain, and building a capability that is based on more than transactions. In doing so, companies can respond to market demands sooner and drive synergies between partners to create greater efficiencies.