eurovip collaborating for success 22 nd may 2014 richard trumper © bae systems 2014. all rights...
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EuroVIPCollaborating for Success
22nd May 2014
Richard Trumper
© BAE SYSTEMS 2014. All rights reserved.
© BAE Systems 2014 All rights reserved
Collaboration?
• Many people think that anytime they're working together, they're collaborating, they also assume that everyone has a similar notion of what collaboration means
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CollaborationCooperation Coordination Partnering lower intensity higher intensity
Shorter-term, informal relationships
Longer-term effort around a project or task
More durable and pervasive relationships
Shared information only Some planning and division of roles
New structure with commitment to common goals
Separate goals, resources, and structures
Some shared resources, rewards, and risks
All partners contribute resources and share rewards and leadership
(From Collaboration Handbook, by Michael Winer and Karen Ray)
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Collaborating
• Collaboration is a mutually beneficial and well-defined relationship entered into by two or more organisations to achieve common goals
• It is a powerful way to accomplish what no single organisation can
• True collaboration requires a commitment to shared goals, a jointly developed structure and shared responsibility, mutual authority and accountability for success, and sharing of resources, risks, and rewards
• Beware: collaboration is a more complex way of working
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Motivation to Collaborate
• Access bigger opportunity• Avoid/reduce competition• Share risk• Grow skills• Grow relationships• Access a reasonable work share• Funding route to develop relevant technologies, products & services
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Purpose
• However you decide to work together, it's important that everyone understands and agrees to the purpose of the collaboration, the degree of commitment required, and the expectations of partners involved
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Technology Readiness
Level3 6 9
3
6
9
ConceptDevelopment
Sup
plie
rsP
rogr
amm
e D
eliv
ery
Technology/Capability Demonstration Programmes
Academia
System Readiness
Level
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What does Success look like?
http://www.fosterandpartners.com/projects/millau-viaduct/gallery/
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Involve the Right People
• When choosing partners consider the following:
• Do you share the same goals?
• Do they have the required capabilities and resources?
• Do they have credibility in the community?
• Do you have a trusting relationship?
• As a rule, work with as few people as necessary to get the job done
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Belbin's Team Roles also apply!
Action Oriented
Roles
Shaper Challenges the team to improve
Implementer Puts ideas into action
Completer Finisher Ensures thorough, timely completion
People Oriented
Roles
Coordinator Acts as a chairperson
Team Worker Encourages cooperation
Resource Investigator Explores outside opportunities
Thought Oriented
Roles
Plant Presents new ideas and approaches
Monitor-Evaluator Analyses the options
Specialist Provides specialised skills
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Get It in Writing
• The most common reason for a collaboration to fail is disagreements and uncertainty about operating norms
• It's essential to create a collaboration agreement that lays out the rules that govern the collaboration, this should include:
• Mission and purpose;
• Values and assumptions; vision, timelines and milestones;
• Members and membership policies;
• Roles and contributions, policies (competition, conflicts of interest, financial
relationships);
• Norms (participation, decision-making, communication, conflict, meetings).
• It's especially important to decide what the agreements are for leadership and
decision-making
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Partnering Components
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PartnerA
PartnerE
PartnerC
PartnerD
PartnerB
Lead Organisation
• Customer Requirement• Collaboration Agreement
• IP• Roles & Responsibilities• Work Share
• Technical• Aim/Vision• Plan• Deliverables• Risks
• Commercial• Finances
• Payment Plan• AED• Change Management
• Contract
Customer
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Programme Delivery?
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PartnerA
Lead Organisation
PartnerE
PartnerD
PartnerC
PartnerB
Customer
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Collaboration – How hard can it be?
http://www.fosterandpartners.com/projects/millau-viaduct/gallery/
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Managing Change
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PartnerA
Lead Organisation
PartnerE
PartnerD
PartnerC
PartnerB
Customer
© BAE Systems 14
Summary
• Collaboration like exploitation is a contact sport• Trust takes time to build• Communication is key• Tested when things go wrong• Helps when the relationships are already known/established
• Success is measured by outputs delivered and their value to the parties
• Acid test ultimately is would you do another one with the same partners!
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QUESTIONS?
Questions?
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http://www.fosterandpartners.com/projects/millau-viaduct/gallery/
Millau Viaduct, France, 1993 - 2004
© BAE Systems 2014 All rights reserved
Factors Influencing a Successful Collaboration
(From Collaboration: What Makes It Work, by Paul Mattessich, PhD, Marta Murray-Close, BA, & Barbara Monsey, MPH.)
Purpose Membership Processes Resources Communication Environment
Concrete, attainable goals and objectives
Mutual respect, understanding, and
trust
Members share a stake in both process and
outcome
Sufficient funds, staff, materials,
and time
Open and frequent communication
History of collaboration or
cooperation
Shared visionAppropriate cross
section of members
Multiple layers of participation Skilled leadership
Established informal relationships and communication
links
Collaborative group seen as a
legitimate leader
Unique purpose Members see
collaboration as in their self-interest
Flexibility Favourable
political and social climate
Development of clear roles and
policy guidelines
Adaptability
Appropriate pace of development
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