GC Bookclub April 2026

Multipliers by Liz Wiseman

Multipliers by Liz Wiseman is one of those leadership books that translates directly into commercial impact, particularly in procurement, where influence often outweighs authority.

Multipliers distinguishes between two leadership archetypes: “Diminishers,” who unintentionally suppress capability, and “Multipliers,” who amplify the intelligence and contribution of those around them. For procurement leaders operating in increasingly complex, cost-pressured, and AI disrupted environments, that distinction is important.

Procurement today sits at the intersection of cost, risk, supplier innovation, and enterprise strategy. Yet many functions remain constrained by legacy perceptions: process heavy, compliance driven, and reactive. This is precisely where Wiseman’s thesis becomes powerful. A Multiplier style Chief Procurement Officer doesn’t just drive savings targets, they create a function that extracts maximum value from internal stakeholders, suppliers, and their own teams.

One of the most relevant concepts in the book is the idea of the “Talent Magnet.” In procurement, attracting and retaining top tier talent has become increasingly difficult, particularly as skill requirements shift toward data literacy, stakeholder influence, and commercial acumen. Multipliers create environments where high performers want to contribute because they are stretched, trusted, and visible. In contrast, Diminishers often over manage supplier negotiations, override team decisions, or centralise control, ultimately slowing the function down.

Procurement leaders are constantly balancing competing priorities: cost vs. quality, risk vs. speed, global vs. local sourcing. Multipliers deliberately create space for rigorous debate, drawing out diverse perspectives from finance, operations, and suppliers. This leads to better sourcing strategies and more resilient commercial outcomes. In contrast, a top down, directive style often results in missed risks or suboptimal supplier selection.

From a market perspective, this leadership style is increasingly what organisations are hiring for. As a recruitment firm specialising in procurement leadership, we’re seeing a clear shift: technical capability is assumed; what differentiates candidates is their ability to scale impact through others. Boards and CEOs are looking for procurement leaders who can influence C-suite peers, elevate the function’s strategic relevance, and unlock innovation from the supply base, as well as negotiate contracts.

The “Investor” mindset in Multipliers aligns well to procurement transformation. Rather than micromanaging category managers or stepping into every supplier negotiation, effective leaders invest in capability, coaching their teams to think commercially, challenge stakeholders, and lead conversations independently. This is how procurement moves from being a bottleneck to a growth enabler.

There’s also a direct link to AI and automation. As transactional procurement work becomes increasingly digitised, the human value shifts toward judgment, influence, and creativity. Multipliers accelerate this transition by empowering their teams to operate at that higher level, rather than anchoring them in process.

In practical terms, procurement leaders who adopt a Multiplier approach tend to build functions that are faster, more innovative, and more respected internally. Making them better positioned to deliver enterprise value including cost savings.

In a market where procurement’s mandate is expanding but scrutiny is intensifying, Multipliers will provide a clear leadership blueprint, for building better teams and fundamentally repositioning procurement as a strategic force within the organisation.