We put out a call in December and, in just three weeks, more than 200 contract managers from five different countries responded to the survey run in partnership with contractmanagement.fr, making this study a benchmark for understanding the major shifts in the profession. This broad participation paints a complete picture of the challenges contract managers will face this year, and offers a framework for navigating a fast-changing ecosystem calmly and starting 2025 on the best possible footing.
Five major trends for 2025
The findings of the study identify five (5) trends that will have a considerable impact on contract management:
Artificial intelligence (AI)
AI is no longer confined to basic automation; it opens the way to predictive analytics, the early detection of anomalies and greater streamlining of processes. This technology will make it possible to secure commitments while cutting the time spent on low value-added tasks.
Talent and skills management
Against a backdrop of shortage of experienced profiles, companies face the need to train, attract and retain talent. The contract manager role is changing, demanding stronger legal, financial, technological and interpersonal skills. At the same time, the shortage of experienced contract managers on the market is likely to fuel moves between companies!
The macroeconomic situation
2025 is taking shape against a background of economic uncertainty (inflation, market volatility, shifting regulations, and so on). Contract managers will have a front-row seat to this uncertainty and will have to deal with numerous contingencies, calling for agility, resilience and creativity to adapt quickly to a constantly changing environment.
Digitalisation
It goes beyond the simple use of collaborative tools and extends across the whole contractual chain: risk and opportunity analysis, real-time monitoring, claim management, and so on. The aim: to go digital in order to gain in efficiency, traceability and security.
The geopolitical context
Between international tensions, trade wars and regulatory change in Europe, the United States and Asia, the calendar promises to be packed with events likely to affect contract management practice. Faced with this heightened risk of contingencies and other drivers of change, supply chains will reorganise, contract financing is likely to evolve, and new alliances should form.
Contract managers are prioritising the “people-process-technology” axis
The study also highlights the actions contract managers intend to prioritise in 2025. These priorities are built around the following three pillars:
People
Let us start with people. It is by strengthening continuing training in contract management, by training in related disciplines, or by focusing on the soft skills that contract management practice demands
Process
Next, let us tackle processes by formalising and standardising internal contract management and administration processes and by putting in place contract management performance indicators that encourage collaboration and cross-functional working across the project value chain.
Technology
Finally, it is by equipping themselves with tools and software genuinely suited to contract management practice, by embedding AI in their day-to-day work and by digitalising the first stages of the contract lifecycle.
With great power comes great responsibility
That is one of the lines that closes this study! Indeed, because of the trends set out above, 2025 must be a year in which contract managers gain substance within their organisations. This window of opportunity opening up for contract management, however promising it may be, also carries the responsibility of showing up and delivering, so as not to disappoint, at the risk of seeing contract management relegated to the rank of contract administrator for good.
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