sustainable networking and collaboration among mdis mike eldon chairman the dan eldon place of...
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Sustainable Networking and Sustainable Networking and Collaboration among MDIsCollaboration among MDIs
Mike EldonMike EldonChairmanChairman
The Dan Eldon Place Of TomorrowThe Dan Eldon Place Of Tomorrow
My My private sectorprivate sector perspective perspective
• Kenya Institute of Management Kenya Institute of Management – ‘‘Reaching up, reaching out’Reaching up, reaching out’
• Kenya Private Sector Alliance and PPPsKenya Private Sector Alliance and PPPs– Federations as Centres of ExcellenceFederations as Centres of Excellence
• Public Sector ReformPublic Sector Reform– Consultants for Kenya… and AfricaConsultants for Kenya… and Africa
• Global Business School NetworkGlobal Business School Network– Management Education and Research ConsortiumManagement Education and Research Consortium
• Multinationals, Rotary…Multinationals, Rotary…– National, regional, international collaboration the normNational, regional, international collaboration the norm
Why should MDIs Why should MDIs network and collaborate?network and collaborate?
Why should MDIs Why should MDIs network and collaborate?network and collaborate?
• Under-resourced public serviceUnder-resourced public service
• So busy, every day!So busy, every day!
• Pressure for sustainabilityPressure for sustainability
• CompetitionCompetition
• Limited research capacityLimited research capacity
Why should MDIs Why should MDIs network and collaborate?network and collaborate?
• Globalisation of knowledgeGlobalisation of knowledge
• Need for local approach & content Need for local approach & content
• Evolution of long term national visionsEvolution of long term national visions
• Higher service expectations by citizensHigher service expectations by citizens
• Assertive business, media, donors…Assertive business, media, donors…
So far for AMDIN, in terms of So far for AMDIN, in terms of collaboration collaboration resultsresults, of , of impactimpact……
• What are the main What are the main achievementsachievements??
• What worked well to enable them?What worked well to enable them?
• What are the main What are the main disappointmentsdisappointments??
• What obstacles prevented success? What obstacles prevented success?
What do MDIs need to be good at What do MDIs need to be good at to be good at to be good at
collaborating and networking?collaborating and networking?
What do MDIs need to be good at to What do MDIs need to be good at to be good at be good at
collaborating and networking?collaborating and networking?
Using ICT collaborative toolsUsing ICT collaborative tools
Knowledge ManagementKnowledge Management
Managing virtual teamsManaging virtual teams
FacilitationFacilitation
Networking itselfNetworking itself
Focus on impact Focus on impact
Performance managementPerformance management
Actualising the Actualising the Kenya Development Learning Kenya Development Learning
InstituteInstitute
• ??????
• ??????
• ??????
• ??????
What What elseelse do MDIs need do MDIs need to be good at to be good at to be good at to be good at
collaborating and networking?collaborating and networking?
Common vision, values, goalsCommon vision, values, goals
Collaborative mindsetCollaborative mindset
SynergySynergy
Appreciating each others’ strengths & contributionsAppreciating each others’ strengths & contributions
Learning from each otherLearning from each other
Win-WinWin-Win
It’s the culture, stupid!It’s the culture, stupid!
What does this add up to?What does this add up to?
A prevailing culture:A prevailing culture:
the way we do things round herethe way we do things round here
(if you want to do well (if you want to do well
in this environmentin this environment
do these things well)do these things well)
Bottom lineBottom line
Make collaboration and networking performance Make collaboration and networking performance part of a part of a Balanced Score CardBalanced Score Card
(individual, departmental, institutional, AMDIN)(individual, departmental, institutional, AMDIN)
Recognising those who do this effectively, Recognising those who do this effectively,
bringing significant personal & institutional growth bringing significant personal & institutional growth
Celebrate the positive deviantsCelebrate the positive deviants
Stages of Stages of MaturityMaturity
• Not startedNot started
• BeginningBeginning
• DevelopingDeveloping
• PerformingPerforming
• ImprovingImproving
Traffic lightsTraffic lights
and and DashboardsDashboards
Monitor the progressMonitor the progress
StepStep StageStage
11 Issue/objectives/KPIs definedIssue/objectives/KPIs defined
22 Workgroup createdWorkgroup created
33 Discussion startedDiscussion started
44 First winsFirst wins
55 KPIs fulfilledKPIs fulfilled
66 Next stage definedNext stage defined
Monitor Monitor Capacity BuildingCapacity Building
More maturity stagesMore maturity stages
Roadmap to success – ICT Roadmap to success – ICT EnabledEnabled
• What is the What is the goalgoal? – an effective MDI? – an effective MDI• What is the What is the frameworkframework? – what do we need to ? – what do we need to
be good at?be good at?• MonitorMonitor against framework – how good are we against framework – how good are we
at it?at it?• Develop Develop communities of practicecommunities of practice• Gather Gather solutionssolutions – positive proof points – positive proof points
Implement, monitor, learn and shareImplement, monitor, learn and share
What is the framework?What is the framework?
Facilities
Funding Environment
Staff
Curriculum
WorkingMDI
Monitor against frameworkMonitor against framework
• Traffic light based maturity model Traffic light based maturity model
for each capability or success-enablerfor each capability or success-enabler
• Assessment provides a compass for Assessment provides a compass for improvementimprovement
Communities of practiceCommunities of practice
• Each institution (‘Place’)Each institution (‘Place’)• Across institutionsAcross institutions• Focused on capabilities Focused on capabilities
and enablersand enablers• Identify challengesIdentify challenges
and share solutionsand share solutions• Mainstream solutionsMainstream solutions• Fast track progressFast track progress
Human-facilitated and ICT-Human-facilitated and ICT-enabledenabled
• Facilitate communities of practice Facilitate communities of practice
• Use ICT to capture member profilesUse ICT to capture member profiles
• Connect people to othersConnect people to others
• Use M&E to internally monitor, Use M&E to internally monitor,
externally report and benchmarkexternally report and benchmark
Building an Building an Interest MatrixInterest Matrix
Peace & Peace & SecuritySecurity
Political &Political &
Economic Economic GovernanceGovernance
Regional Regional IntegrationIntegration
Public Public Sector Sector ReformReform
Dr. Haile-Dr. Haile-Michael Michael AberaAbera
XX XX
M. S KM. S K
JoypalJoypal XX XX
Prof.Prof.
AbdallaAbdalla
BujraBujraXX XX
A small connected community with a A small connected community with a healthy culture can transform & prosperhealthy culture can transform & prosper
ICT in Silicon Valley ICT in Silicon Valley
Education around Boston (MIT, Harvard)Education around Boston (MIT, Harvard)
Online knowledge sharing can Online knowledge sharing can
facilitate this synergy across AMDINfacilitate this synergy across AMDIN
Developing localand international
communitiesof practice
The networking phenomenonThe networking phenomenon
The networking phenomenonThe networking phenomenon
You never know if/when You never know if/when it will pay dividendsit will pay dividends
Or, as the Ghananian proverb says:Or, as the Ghananian proverb says:
The time to make friends
is before you need them
The networking phenomenonThe networking phenomenon
The more you doThe more you do
the disproportionately more powerful it is the disproportionately more powerful it is
And as Robert Metcalf, the inventor of the Ethernet, And as Robert Metcalf, the inventor of the Ethernet, stated:stated:
The utility of a network is The utility of a network is
the number of users squaredthe number of users squared
Me and Me and e-networking, e-collaboration e-networking, e-collaboration
• Courage InstituteCourage Institute
• Business DailyBusiness Daily
• Kenya ICT Action Network Kenya ICT Action Network
(KICTANET)(KICTANET)
• The Leadership HubThe Leadership Hub
• Collaborative proposal writing, Collaborative proposal writing,
consultationconsultation
• Rotary InternationalRotary International
My experienceMy experience
Now and then a point lights up
You can’t predict which one
Some burn very bright
Benefits of NetworkingBenefits of Networking
• Save time, money and effort by Save time, money and effort by
doing what already worksdoing what already works
• Find specific, relevant solutions Find specific, relevant solutions
without needing a 3 year degreewithout needing a 3 year degree
• Achieve success together Achieve success together
which may be impossible alone…which may be impossible alone…
Building careers through Building careers through collaboration and networkingcollaboration and networking
• Collaborative research Collaborative research – How is it valued?How is it valued?– Lead author? Support?Lead author? Support?– Are you open, communicative, fair?Are you open, communicative, fair?
• Organising workshops, meetings…Organising workshops, meetings…– Reaching outReaching out– Making & sustaining connectionsMaking & sustaining connections– Presenting, chairing, hosting…Presenting, chairing, hosting…– Resource mobilisationResource mobilisation
What are AMDIN’s collaboration What are AMDIN’s collaboration and networking and networking visionvision and and
valuesvalues??
Ones that must be Ones that must be livedlived
if collaboration and networking if collaboration and networking
are to really are to really take offtake off
(NB Why no Values statement to support AMDIN’s (NB Why no Values statement to support AMDIN’s Vision and Mission statements?)Vision and Mission statements?)
AMDIN’s collaboration AMDIN’s collaboration and networking and networking visionvision
AMDIN’s collaboration AMDIN’s collaboration and networking and networking visionvision
AMDIN members… AMDIN members…
AMDIN’s collaboration AMDIN’s collaboration and networking and networking valuesvalues
AMDIN’s collaboration AMDIN’s collaboration and networking and networking valuesvalues
Collaborative mindsetCollaborative mindset
SynergySynergy
Appreciating each others’ Appreciating each others’
strengths & contributionsstrengths & contributions
Learning from each otherLearning from each other
Win-WinWin-Win
Action PlanningAction Planning
Mike EldonMike EldonChairmanChairman
The Dan Eldon Place Of The Dan Eldon Place Of TomorrowTomorrow
Who’s got to do what by whenWho’s got to do what by when
Objectives that are…Objectives that are…
•SSpecificpecific
•MMeasurableeasurable
•AAccountableccountable
•RRealisticealistic
•TTime-boundime-bound
‘‘M & E’… or M & E’… or performance management? performance management?
Monitor, evaluateMonitor, evaluate
and go to sleepand go to sleep
OROR
identify deviations,identify deviations,
re-plan, re-dedicatere-plan, re-dedicate
Hold on to the vision!Hold on to the vision!
Live the values! Live the values!
Reviewing performanceReviewing performance
WhoWho
WhenWhen
HowHow
ConsequenceConsequence
Beyond ‘ticks in boxes’Beyond ‘ticks in boxes’
InputsInputs
OutputsOutputs
Outcomes Outcomes
ImpactImpact
Merchants of Impact Merchants of Impact
• Gates FoundationGates Foundation– Hand-washing with soapHand-washing with soap
• Kenya Institute of ManagementKenya Institute of Management– Company Of the Year Award Company Of the Year Award
From the ‘what’ to the ‘so what’From the ‘what’ to the ‘so what’
Why most plans go Why most plans go unimplementedunimplemented
Why most plans go Why most plans go unimplementedunimplemented
• Too busy with ongoing operationsToo busy with ongoing operations– Residual time… tends to zeroResidual time… tends to zero
• Low priority Low priority – Optional extra… permission to fail Optional extra… permission to fail
• Weak incentivesWeak incentives– Why bother?Why bother?
• No follow upNo follow up– A fading memoryA fading memory
Transformative M&ETransformative M&E
Setting measures of success Setting measures of success
that feed back into that feed back into
transforming the goals themselvestransforming the goals themselves
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