Commercial Risk,
Big Tech & Supplier Power
Hit Refresh – or Strategic Storytelling?
GenAI’s biggest budget risk may not be the technology itself, but fragmented ownership of cost, consumption, risk, and value across the enterprise.
The opportunity for Sourcing, Procurement and Vendor Management is to fill that governance gap—connecting contracts, vendors, finance, risk and technology before uncontrolled adoption becomes uncontrolled spending.
Microsoft's Massive Price Change
A price increase is more than a procurement issue when deep vendor dependency leaves customers with little practical leverage to resist it.
The strategic response is not resignation, but competition, credible alternatives, stronger contracting, and reduced lock-in—because dependency ultimately determines negotiating power.
Four strongly suggested (Must-Have) Clauses to Protect Your Business from Supplier Greed!
Contracts cannot eliminate supplier power, but they can limit how easily lock-in is converted into forced bundling, opaque charges, uncontrolled price increases, and costly migrations.
The strongest protection is both contractual and strategic: negotiate the exit before you need it—and build credible alternatives so walking away is genuinely possible.
The Software Power Grab – Broadcom, Citrix etc.
The real power grab begins when vendor concentration and technological lock-in turn customer dependency into pricing power, forced bundling, and diminishing freedom of choice.
The response is to rebuild leverage: stronger contracts, credible alternatives, viable exit strategies, and collective pressure—because accepting dependency only strengthens it. The article includes a Draft Letter to the European Commission to raise the topic to the surface.