DEVELOPMENT PROJECT MANAGEMENT INSTITUTE
Seminar Notes for Strategy Development and Effective
Partnering
Module Tool Suite
Social Network Analysis Core competency mapping Strategy canvas Crowdsourcing
Group Assignment
Develop an original alliance strategy that accelerates the anti-poverty agenda of the Millennium Development Goals while supporting your own organization’s objectives.
MondayMorning
Objectives and Introductions Key principles of effective partnering Introduction to social network analysis (SNA)
Afternoon Coolhunting with Innovation Scouts Building a DPMI Collaborative Innovation Network The DPMI Challenge
Night Reading: How Breakthroughs Happen
Tuesday
Morning Data Mining with ONA Defining and mapping the “core” Job hunting brown bag lunch
Afternoon Building from the core How Breakthroughs Happen
Wednesday Afternoon I
The Strategy Canvas Group Development Challenge work:
Refining your value proposition
Afternoon II Group simulation: The Alliance Marketplace Partnership Hunting and Debrief
Thursday Morning
Refining Development Philosophy Coolhunting Alliance Group work Lets go Live! Posting to the
Innovation Marketplace Afternoon
Group work
Friday
Morning Review/big ideas Strategic alliance clinic: high
performance group tune-ups
Afternoon Group Presentations Top Trader and COIN awards Wrap-up and Evaluation
Why Partnership?
The alliance imperative drives10,000-20,000 partnerships in
development each year
Why Partnership?
Expand your capability Extend your reach Lower your costs Provide more effective services or
products Gain access to additional resources Improve your credibility
Building Blocks of a Partnership
Actors in terms of their affinity Transactions, specifically the type of need in
relation to demand on the actor’s asset base: light and frequent needs, or heavy and of longer duration.
The motivations in terms of obligation or free choice and the degree of imperative to act.
the level of personal trust, reputation and status between all parties
Rules that combine and regulate how these factors interact.
Introduction to ONA
ONA Network Analysis is a mathematical and visual analysis of relationships / flows / influence between people, groups, organizations, computers or other information/knowledge processing entities – Valdis Krebs
A targeted approach to improving collaboration and network connectivity where they yield greatest payoff for an organization – Rob Cross & Andrew Parker
Nodes and Links
Organizational network analysis views relationships in terms of nodes and links.
Mapping: Next Practice
Who are key connectors/resources?
Who/which groups might be isolated and/or underutilized?
Where might information/resource bottlenecks occur?
How can we improve collaboration?
Mapping: Next Practice
• How do different organizations interact with one another?
• Where are key information sources and resource hubs?
• Which organizations might make good partners?
Hybrid
Other
Service Provider
Government
Bi/Multilateral
Regional/International NGO
Local NGO
ZCBA
IJM
Africare
Tanem
FODEP
Kara
Sikana
GEMSA
Zambia Institute of Management
GTZ
Luumbo
Solwezi
Harvest Help
SAT
CRS
Mansa
CSPR
LUFAID
Steadfast
Kubalusa
ZNAN
Swaaz
Liwomadi
Kays Arts Promotions
World Vision
Share
Kawambwa Anti-AIDS Club
DATF
VSO
ZINGO South
ZCPTZPHAI
GFC
Campus Crusades
IDE Changula
CHAZ
Mwanza
CYDAYDO
NAC
ZAMSIF
UNVKEPA
Pact
Chilangwa
Mapping: Next Practice
Hybrid
Other
Service Provider
Government
Bi/Multilateral
Regional/International NGO
Local NGO
ZCBA
Tanem
FODEP
Kara
Sikana
Zambia Institute of Management
Luumbo
Solwezi
Harvest Help
Mansa
CSPR
LUFAID
Steadfast
Kubalusa
ZNAN
Swaaz
Liwomadi
Kays Arts Promotions
Kawambwa Anti-AIDS Club
DATF
ZINGO South
ZCPTZPHAI
GFC
Campus Crusades
Changula
CHAZ
Mwanza
CYDAYDO
NAC
ZAMSIF
Chilangwa
Centrality = 80%
What do we notice about these maps?
Any set of relationships is a network Person-person Group-group Cross-enterprise Cross-business Information artifacts
A network is a collection of nodes linked by a type of relationship
Real World Networks Networks
IT Youth Organization
Lighthouse
Southern Bottlers
FAO
CAYO
Kasungu DACC
Bangwe Health Center
College of Medicine
ECOYA
CAPLWH
Mlambe Hospital
GESP
Interaid
Dignitas
Nkhotakota District HealthSt. Anne's
Mzimba DACC
Mzuzu Youth Association
Mzuzu Health Center
Americares
Queen Elizabeth Hospital
Blantyre District HealthCenter for Human Rights
Saint-Egidio
BLM
MSFConcern
FHI Word Alive
MoH
Zomba HBC
MoE MoWCD
UNICEFPlan
Oxfam
Government Hospital
CRS
Action Aid
USAID
Salima Social Welfare
Salima District Health
Valid International
Catholic HBC
Women's Voice
Brown Memorial Clinic
Nkhata Bay District Assembly
World Vision
Dan Church Aid
Nkhotakota AIDS
MIAA
CIDA
Forum for Youth Leaders
Harvest HelpSAT
ELDS
NAC
CADECOM
Umoyo
Partners in Hope
MACRO
MAICC
MANETMANASO
Livingstonia Synod
CHAM
Adventist Health Service
Story Workshop
MBCA
CCAP Blantyre
Center for Social Concern
PRDO
MHRRC
CACET
Chovwano
Salvation Army Blantyre
DAPP
Matindi Youth
AYISE
NAMISADombolo
NASO
Tovwirane
St. John's
Malamulo
Nkhoma CCAP
YONECO
SAFE
NAPHAM
SASO
Kandoli Youth
SWAA
FOCUS
Ekwendeni
Government
Local NGOLocal FBO
Umbrella Group
Other
Business
International Org
Key Network Metrics
Degrees
Betweeness
Centrality
Reach
Degrees Out
An index score (0 – 1) that describes the connectivity of a node in terms of self-reported linkages
The higher the degrees out score, the larger the number of linkages and the more actively the node is networking
Useful for: Identifying the most
active connectors
Degrees In
An index score (0 – 1) that describes the connectivity of a node in terms linkages reported by others
The higher the degrees-in score, the larger the number nodes that are approaching an organization for resources or information
Useful for: Identifying key
players in a network
Understanding which nodes represent mavens – key resource and information hubs
Betweeness
An index score (0 – 1) that describes the extent to which a node lies along the shortest paths between other nodes
Indicates how well positioned people are to move knowledge around the network, to broker information, or serve as gatekeepers
Useful for: Identifying key
brokers that hold a network together and play a key role in integrating peripheral nodes
Centrality
An index score (0 – 1) that describes the extent to which a network is dependent for its sustainability upon a few key nodes
A centrality score of close to or above 0.3 indicates a network that relies too much upon key nodes
Useful for: Monitoring network
validity/sustainability
Sparking discussions around network strengthening
Reach
How many nodes can be reached in 2 steps? Nodes with highest reach act as bridges
between structural holes in the network
Reach
The proportion of the network that can be reached by an individual node in a maximum of two steps
The greater the reach out of an individual node, the stronger its participation in the network
Useful for: Determining the
level of integration in a network
Monitoring the development of a network over time
Network Weaving Cyprus
Local NGO network prior to a network weaving intervention
Other
Researcher
Government
International Organization
Local NGO
Initial Cohort
UNDP
UNOPSAMIDEAST
USIS
Church
Media
Migration Office
TC Government
ENAR Ministry of Interior
Police
Welfare Services
BSP
Apanemi Euromediterranean Civil Society Platform
Women Waging Peace Network
University Women of Europe
International Federation of University Women
Didem Garman
Turkish Cypriot Human Rights Foundation
Turkish Cypriot Association of University Women
STIGMA
Prologue Consulting
Mediterranean Institute of Gender Studies
KISA
KAYAD Community Center
Cyprus Family Planning
Network WeavingNetwork mapping assists with identification of additional resources
Pact
Funder
Researcher/Expert
Funder 8
Government 8
Government 7
Expert 8 NGO 8
Government 6
Expert 7
Expert 6Government 5 NGO 7 Expert 5
NGO 6
Expert 4
Expert 3
NGO 5
NGO 4
Funder 7
Expert 2
Government 4Government 3
Funder 6
NGO 3Government 2
Funder 4
Government 1
NGO 2
Funder 3
Funder 2
NGO 1
Funder 1
Expert 1
Other
Government
International Organization
Local NGO
Initial Cohort
UNDP
UNOPSAMIDEAST
USIS
Church
Media
Migration Office
TC Government
ENAR Ministry of Interior
Police
Welfare Services
BSP
Apanemi Euromediterranean Civil Society Platform
Women Waging Peace Network
University Women of Europe
International Federation of University Women
Didem Garman
Turkish Cypriot Human Rights Foundation
Turkish Cypriot Association of University Women
STIGMA
Prologue Consulting
Mediterranean Institute of Gender Studies
KISA
KAYAD Community Center
Cyprus Family Planning
Network WeavingPost-Intervention, strong interaction persists between participants, funders and expert service providers
Pact
Funder
Researcher/Expert
Funder 8
Government 8
Government 7
Expert 8NGO 8
Government 6Expert 7
Expert 6
Government 5
NGO 7
Expert 5
NGO 6
Expert 4
Expert 3
NGO 5
NGO 4
Funder 7Expert 2
Government 4
Government 3
Funder 6
NGO 3
Government 2
Funder 4
Government 1
NGO 2
Funder 3Funder 2
NGO 1
Funder 1
Expert 1
Other
Government
International Organization
Local NGO
Initial Cohort
UNDPUNOPS
AMIDEAST
USIS
Church Media
Migration Office
TC Government
ENAR
Ministry of Interior
Police
Welfare Services
BSP
Apanemi
Euromediterranean Civil Society PlatformWomen Waging Peace Network
University Women of EuropeInternational Federation of University Women
Didem Garman
Turkish Cypriot Human Rights Foundation
Turkish Cypriot Association of University Women
STIGMA
Prologue Consulting
Mediterranean Institute of Gender StudiesKISA
KAYAD Community Center
Cyprus Family Planning
Network WeavingPlanned interventions foster collaboration and partnerships, linking organizations together
Pact
Funder
Researcher/Expert
Funder 8Government 8
Government 7
Expert 8
NGO 8
Government 6Expert 7
Expert 6Government 5
NGO 7
Expert 5
NGO 6
Expert 4
Expert 3
NGO 5
NGO 4
Funder 7
Expert 2
Government 4
Government 3
Funder 6
NGO 3
Government 2
Funder 4
Government 1
NGO 2
Funder 3
Funder 2 NGO 1
Funder 1
Expert 1
Other
Government
International Organization
Local NGO
Initial Cohort
UNDPUNOPS
AMIDEAST
USIS
Church
Media
Migration Office
TC Government
ENAR
Ministry of Interior
Police
Welfare Services
BSP Apanemi
Euromediterranean Civil Society Platform
Women Waging Peace Network
University Women of Europe
International Federation of University Women
Didem GarmanTurkish Cypriot Human Rights Foundation
Turkish Cypriot Association of University Women
STIGMA
Prologue Consulting
Mediterranean Institute of Gender Studies
KISA
KAYAD Community Center
Cyprus Family Planning
Partnership Competencies:Balancing Business and Relationship
BUSINESS SKILLS Mapping Diagnostics Managing change Strategic thinking Visioning Negotiating
RELATIONSHIP SKILLS Intuition (“social radar”) Creating intimacy
(dating) Communication Commitment Growing together
Trust building Collaborating in teams
The Predictable Journey Anticipation Engagement Valuation Coordination Investment Stabilization
Clarifying StrategyDetermination of
scopeValuing assetsCreating structuresMaking hard choicesStabilization
Reasons for Failure Overly optimistic Poor communications Lack of shared benefits Slow results or payback Lack of financial commitment Misunderstood operating principles Cultural mismatch Lack of alliance experience
Source: 455 CEOs
Roadmap for success Know alliance stages, issues and requisite skills Keep senior management's attention in sync with
the stage of development Keep frequent contact with your partner Create opportunities for frequent professional
and social interaction Be as vigilant of your partner’s interests as you
are your own organization’s Build it day-by-day Choose managers with partnership competencies
Strategic Alliance Simulation
The DPMI Development Challenge: How it Works
STEP One Choose an organization and form groups of 2-4 Start Data Mining
STEP Two Mission and Vision analysis Map core competencies and promising “adjacencies” Prepare Strategy Canvas
STEP Three Prepare for the Alliance Marketplace Form alliances
Strategic Alliance Simulation STEP Four
Create a “remarkable” collaboration strategy
STEP Five Post your idea to the DPMI Collaborative
Innovation Network STEP Six
Prepare for your final group PowerPoint presentation
Choosing an Organization Freedom From
Hunger Ashoka Save The Children AED EDC World Learning Conservation Intl. Oxfam IRC CARE Lutheran World Relief
White Ribbon Alliance Impact Alliance WWF Mercy Corps World Vision TNC Habitat for Humanity CHF Pact Technoserve CRS
Core Competencies for Development NGOs? Core competencies are the skills and
capabilities that enable an organization to create a unique and sustainable set of benefits (value-creating activities) for its project participants.
Core competencies come from the sum of an organization’s accumulated intellectual capital, technologies, experience, skills, and management processes.
Mapping the Core
What are the boundaries of the business in which I participate? What products, communities, channels, and geographies do these boundaries encompass?
What are the core skills and assets needed to compete effectively within this arena?
Growing from the Core What is my core business as defined by
my project participants, technologies, programs, products and services?
What is the key differentiating factor that makes me unique to my project participants and core constituencies?
What are the adjacent areas around my core, and are the definitions of development and “leading edge practice” likely to shift over time changing the landscape in which we work?
Choosing Adjacencies
Mission-fit Immediate adjacency Differentiation Value-adding activity Greater impact Partnership attractiveness
Group work
Identify core competencies Add two circles representing
“Adjacent” Competencies radiating out from your core
Prepare a complete competency map on a flip chart or in CMAP for the Alliance Market Place