masterclass: managing and leading collaborative business ... · business relationships. ......
TRANSCRIPT
Masterclass:
Managing and Leading Collaborative Business Relationships
Managing and Leading Collaborative Business Relationships
John Doyle, Director, B2B PPM Ltd
Distinguishing Critical Business Relationships
Team Task: Distinguishing Critical Business Relationships
“What distinguishes a critical or strategic business relationship from
other forms of business relationships?”
Failure to Differentiate Types of Relationship
Confuses expectations across organisations and their people
Mis‐directs collaboration‐building energy and resource to those that can work without it
Insufficient energy and resource into the critical few that do need it
Strategic Relationships: BS11000 Definition
‘Critical to long term development and require a level of
interdependence, where value and risk management would be enhanced
through developing a close collaborative relationship’.
Relationship Segmentation
Complexity
Inter‐dependence
Time
Risk
Joint ‘Value Creation’
B2B PPM: What Do We Do?
Building trusting and trusted collaborative business relationships
B2B Core Services
Helping organisations to test and evaluate potential partners collaboration capabilities
Helping companies bid for partnering‐style contacts
Helping organisations build effective collaborative relationships.
Evaluating Collaboration Potential
Helping Companies Bid Partnering Style Contacts
Building Collaborative Relationships
The Business Driver for Getting Collaboration Right
‘70% of collaborative business relationships
hit substantial difficulties due to culture clashes and ineffective collaborative
working”
2005 Research
What are the Reasons for Failure
“A system
without the passion
or
The passion
without the system”
Masterclass Themes
How to build the system
How to get the passion
Commitment
Compliance
Passion
Process
People
Structures
Masterclass Objectives
Explored the importance of trust and how it is generated
Outlined BS11000 and what it has to offer
Benchmarked our critical relationships through the lens of BS11000
Lessons learned in implementing BS11000 from a Highways Agency relationship
What is this paragraph about?
There is one thing that is common to every individual, relationship, team, family, organisation, nation, economy and
civilisation throughout the world – one thing which, if removed, will destroy the most powerful government, the most successful business, the most thriving economy, the most influential
leadership, the greatest friendship, the strongest character, the deepest love.
On the other hand, if developed and leveraged, that one thing has the potential to create unparallel success and prosperity in every dimension of life………….
TrustSR Covey 2008
Plenary Question: Why is Trust important in Collaborative Business Relationships?
“What are the business benefits of having trust in your
business relationship with each other?”
Trust Tax – Trust Dividend
S MR Covey
THE TRUST DIVIDEND
Trust =
Trust =
Speed
Speed
Cost
Cost
THE TRUST TAX
Short Pairs Discussion:
What behaviours
promote trust?
What behaviours
damage trust?
Trust: Reliance on Two Factors
Trusting others
Being trustworthy
Trust Dimensions Competence + Integrity & Benevolence
Trust (Affection)
Distrust (Respect)
High
Low
HighLow
Integrity &
benevolence:The extent to which I
believe you have
integrity and have my
interests in mind
Capability:The extent to which I
believe you are
competent and
capable.
P Scholte
Ten Trust Building Behaviours
The ‘Trust Quotient’
High
Low
HighLow
Integrity The extent to which I believe you have integrity and have my interests in mind
CompetenceThe extent to which I believe you are competent and capable.
Trust: Reliance on Two Factors
Trusting Others
Being Trustworthy
You Need Both
Trusting Others
Being Trustworthy
Trust: Two Models to Help You Improve in Both Areas
Your ‘Trust Attitude’
Your ‘Trust Equation’
Trust Attitude
Trust is your
default position
I never fully trust
Trust Equation
T = C + R + I
SMaister
Trust Equation
T = C + R + IS
T =
TrustC =
Credibility
R =
ReliabilityI =
Intimacy
S =
Self Orientation
Maister
BS11000The Road to Collaboration Effectiveness?
Effective Collaboration Management: Getting the Balance Right in System & Passion
LeadershipCapabilities
Collaborative BehavioursTrust Behaviours
Culture
Management and GovernanceValue Management
ProcessesMonitoring and Evaluation
Relationship Improvement Process
BS 11000 – A Relationship Life Cycle Approach
B2Bppm 2011
BS11000
Structure and Management StrategyMonitoring &
EvaluationResource Management
Delivery AssuranceCommunication and Knowledge
Value Management and
ImprovementExit Plan
The Road to Collaboration
B2Bppm 2012
‘Awareness’1.1 Do our senior managers have specific roles and accountabilities to lead and manage
the collaborative relationship?
1.2Do we ensure we are clear with each other on the nature of our relationship
(‘segmentation’) together?
1.3 Do we ensure that objectives developed for this relationship
align with our separate
organisational objectives ?
1.4 Do we jointly identify the required resources, competences and collaboration
behaviours required for our work together?
1.5 Are the above agreements contained in jointly owned controlled documents?
Implementation of BS11000 Area 3 MAC
BSi
Certification Citation:
‘The EnterpriseMouchel
collaborative business relationship management system for the
delivery of the Area 3 commission in collaboration with the Highways Agency and
with the EnterpriseMouchel
key suppliers Aggregate Industries, Carnell and Chevron’
Certification Process & Timeline
Initial assessment summer 2011
Gap analysis & compliance assessment of existing system
Project team to drive delivery of improvement areas December 2011
BSI Certification May 2012
High Level Lessons Learned
Existing systems and processes are the basis for compliance – build upon what you have.
Undertake a rigorous gap analysis and determine degree of existing compliance to clauses. 20%‐
90% range
External consultancy brings experience and objectivity
Drive the improvement and development process as a joint project
Sample of Lessons Learned
AwarenessBe objective in the ‘segmentation’
of the supply‐chain
KnowledgeExisting EM & HA management competency systems map on to BSI requirementsExisting risk registers are adequate but may need to develop further to match to
BS11000
Internal AssessmentRobust gap analysis with external consultants and identification
of degree of
compliance e.g. 20% ‐90% range to inform improvement process
Working TogetherModifications to existing joint management arrangements not wholesale changeSome development needed in the scope of the management agenda
Staying Together
Existing relationship measurement system adequate Improvement in collaboration measures planned
Results & Next Steps Positive Impact
Significant cashable savings ‐
£12.5 m
Positive impact in health & safety ‐
65% reduction carriageway crossings pa
‐
3.5 m hours no RIDDOR
Improvements in supply‐chain innovation
Next steps
Follow up improvement to start‐off position in Area 3
Extension of scope of Certification to remaining partners in Area 3 –
January 2013
Extension to MACs
in Areas 1 & 13 Spring 2013 and full inclusion of HA
END OF PRESENTATION SLIDE
Self TrustRelationship Trust
Partnering HierarchyHigh
HighLow
Risk of Ine
ffective
Collabo
ration
Need for benefits of collaboration to be realised
Communication
Co‐operation
Co‐ordination
Federation
MergerHierarchy of
Collaboration