Will Agentic AI Kill Orchestration Suites?

The world of procurement is currently moving at "sci-fi levels" of change. Between waking up to news of Supreme Court tariff rollbacks and testing AI agents that can learn your entire tech stack in seconds , it is easy to feel overwhelmed.

In this episode of Proc & Roll, hosts Conrad Smith, Natasha Gurevich, and Zachary Bachir reunite to tackle Phase Two of Stakeholder Management. But this isn't your standard relationship advice. The team dives deep into how the explosion of AI agents is fundamentally rewriting the rules of engagement, Maverick spend, and enterprise value.

Here are five critical lessons from the episode on navigating this disruption:

1. The Rise of the AI "Cloudbot"

The team discusses the arrival of independent AI agents (like "Clawdbot") that live on your computer, access your files, and execute software without constant prompting. Conrad shares that his team watched an agent digest their most complex configuration processes in less than ten seconds. The reality we must contend with is that in five to ten years, procurement operations might essentially be run by a computer.

2. From Gatekeeper to Conductor

With AI poised to handle the heavy lifting, procurement's identity must evolve. "We are no longer gatekeepers, gatekeepers of the policy, gatekeepers of the access to suppliers," Natasha explains. Instead, procurement must act as a conductor who sees the entire enterprise orchestra and suggests mindful operations to make the company a winner.

3. Stop Fighting Shadow Procurement

Is a zero-tolerance policy for Maverick spend actually desirable? Natasha argues that striving to eliminate 100% of it will likely generate more enemies than friends. If an engineer is buying within established compliance parameters, not putting the enterprise at risk, and getting to market faster, procurement should encourage it. Establish the commercial boundaries, and let stakeholders bounce within them.

4. Ditch Your Functional KPIs

If you want a seat at the table, you have to earn it. That means procurement should walk away from its own siloed goals and focus entirely on enterprise objectives. Zach recommends using OKRs (Objectives and Key Results) to cascade business strategy down to the CPO level. If the CEO wants to increase operating margins, don't just blindly RFP suppliers; look for redundancies and process simplifications across the entire organization.

5. Knowing When to Walk Away from "Red" Stakeholders

Even with the best intentions, some stakeholder relationships will remain stuck in the "red" zone. When you hit a wall, Zach suggests falling back on enterprise governance structures to get the mandate you need. Natasha offers a different perspective: sometimes escalation rarely brings positive results. At some point, you just need to step out, do what you must, and accept that the relationship will remain in the red until the players change.

The Bottom Line

‍As Conrad perfectly summarized at the end of the episode: "Outcomes, not ego". Focus on what the enterprise is trying to accomplish, and set your bureaucratic ego aside.

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Transcript: Proc-N-Roll | Beyond Logic: Why Relationships are the Real Procurement Engine

Conrad: Welcome back to Proc & Roll. Today we are getting super practical on phase two of stakeholder management. But before we dive in, what's top of mind? For me, it's the news that the Supreme Court is rolling back some of the recent tariffs, which transitions us from the chaos of implementation into the chaos of "what's next". Also heavy on my mind is this new "claw bot" AI and its implications for procurement.

Zachary: In the AI world, Clot is making massive waves. Having an agent that lives in your computer, accesses your files, and operates independently without you prompting it every time is sci-fi level change. We're about to hit a massive productivity boom.

Conrad: My team installed OpenClaw. At first, they panicked and shut it down because it moved in ways that made them uncomfortable, but now we're figuring out the guardrails. It can learn our most complicated configurations in less than 10 seconds. I imagine a future where an agent, let's call her "Tasha," sits in Slack. A stakeholder asks for a marketing agency, and Tasha instantly inspects the data, realizes an RFP is needed, and either emails the sourcing manager or just kicks off the process autonomously.

Natasha: I woke up to the same tariff news. It creates a "push me, pull me" procurement yo-yo. You have to renegotiate contracts, but live in the uncertainty that the tariffs could roll back again. Procurement professionals really need steady heads right now. Regarding AI, people are predicting orchestration is already dead. But if an agent is already scanning the database and working on the RFP for the engineer, do you even need procurement?

Zachary: That is a real possibility we need to contend with. In 5 to 10 years, procurement operations is a computer. We can scale across the business with minimal effort. You might only need one sourcing manager occasionally checking in to ensure the events are running correctly.

Conrad: Let's jump into the rapid-fire questions for stakeholder management. Question 1: Savings vs. Speed. Do we stop a stakeholder's process if they demand to make a quick award?

Natasha: It depends on the enterprise impact. If I just want to exercise my procurement power to say "stop," I won't. If it has a detrimental impact on the broader enterprise goal, I will stop it. We are no longer gatekeepers of policies or templates. Our role is as conductors who see the entire ecosystem and suggest how to make the enterprise a winner.

Zachary: I agree. Procurement should step in and be more vocal to show up for the enterprise, not just to run a process.

Conrad: Question 2: Seat at the table. Do we earn it, or is it mandated by leadership?

Zachary: You definitely earn it. You need to deliver enough value so your peers recognize your domain expertise.

Natasha: 100% earn it. Nothing is granted. We have to be very strong subject matter experts.

Conrad: Question 3: Maverick Spend. Is a zero-tolerance policy around Maverick spend desirable, or does it kill innovation?

Natasha: Two months ago, I would have said eliminating 100% of it will just generate enemies. But now, with automation, you can stitch everything together without friction. The need for shadow procurement disappears if the path to compliant results is incredibly quick. Give stakeholders the freedom to bounce within established legal and commercial parameters.

Zachary: Focus on the big, strategic investments. For the tail spend, use AI to monitor it, ensure compliance, and spread your reach.

Conrad: Question 4: Shadow Sourcing. What if someone in engineering is basically acting like a purchasing agent?

Zachary: Procurement is a skillset. If someone in the business applies commercial expertise well, let them crack on. Give them the guardrails and tools, and only intervene if you see bad, wasteful spending.

Conrad: Question 5: KPIs. Should procurement be measured on traditional savings or on the stakeholders' goals?

Natasha: Stakeholder goals, 100%. Procurement goals should derive from enterprise goals. If the goal is to increase operating margin, figure out how to take cost out of the structure without touching people.

Zachary: Use the OKR (Objectives and Key Results) framework. Connect the overall business strategy to CPO-level targets and cascade them down.

Conrad: Question 6: The Subject Matter Expert. Where do we draw the line between being a helper and an expert when dealing with highly technical stakeholders?

Zachary: You have to be an expert in their subject (at least 90%), but you apply a specific lens: how to structure it for sustainable commercial value.

Natasha: The pilot flies the plane 3 to 7% of the time; the rest is on autopilot. Procurement must embrace this. Agents, policies, and guardrails handle 93% of the work. We step in with our expertise for the 7% that elevates the enterprise to the next level.

Conrad: Question 7: Co-locating. Should procurement sit directly inside the business units?

Natasha: It's good in a measured way. I suggest a direct line to procurement and a dotted line to stakeholders, so they don't end up negotiating against procurement on behalf of their favorite agencies.

Conrad: Question 8: The "Red" Stakeholder. What do we do when a stakeholder relationship is entirely in the red and they refuse to work with you?

Zachary: If there is no saving the relationship, fall back on enterprise governance to get the mandate you are entitled to.

Natasha: Try everything first—lunches, coffees, finding common interests. But if there is absolutely no ROI and your values are too different, just step out and do what you must until the players change. Escalation rarely brings positive results; you might win the battle but lose the war.

Conrad: I agree with Natasha. Be careful where you light a match, because you might get burned.

Zachary: The headline for me is that the nature of procurement is evolving. It's no longer about gates and processes; it's about enterprise thinking, outcomes, and influence.

Natasha: Massive changes can be intimidating. Lean in, ask for support, be brave, and broaden your horizons.

Conrad: Outcomes, not ego. Set your ego aside. This isn't about you; it's about enterprise success. Get learning, get your hands dirty, and figure out this new AI technology.

This transcript has been edited for clarity while maintaining all substantive content