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Collaborative Behaviours and Procurement

Collaborative Behaviours and Procurement. Eur Ing PAUL R GREENWOOD EMBA CEng MIET FCMI FCQI MICW Associate Director, Institute for Collaborative Working. Paul Greenwood. Associate Director Institute for Collaborative Working Convener ISO PC 286 Collaborative Business Relationships

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Collaborative Behaviours and Procurement

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  1. Collaborative Behaviours and Procurement Eur Ing PAUL R GREENWOODEMBA CEng MIET FCMI FCQI MICW Associate Director, Institute for Collaborative Working

  2. Paul Greenwood • Associate DirectorInstitute for Collaborative Working • ConvenerISO PC 286 Collaborative Business Relationships • Collaborative Working ChampionConstructing Excellence • Experience: • Hi-tech, metro, airports, expressways, housing • UK, US, Europe, Middle-East and Far-East

  3. Perceptions of Collaboration Synchronised swimming for sharks Team hug

  4. Destructive Behaviours Gossiping Bullying Bad habits Aggression Gambling Vanity Cheating Lying Stress Stealing Self-destruction

  5. The Institute for Collaborative Working VISION For collaborative working to be recognised as a fundamental business discipline - necessitating a structured methodology to underpin successful business relationships BOARD Lord David Evans of Watford (Chairman), Dawn Marriott-Sims - Capita, Douglas McCormick – WYG, Barry Sheerman MP, Christopher Kehoe - Emcor, Claire Ward – NED, Les Pyle – ICW (CEO), David Hawkins – ICW (Knowledge Architect, COO)

  6. The Institute for Collaborative Working • Formed in 1990 as Partnership Sourcing Ltd,by DTI [now BEIS] and the CBI, to: • Assist organisations to develop collaborative relationships for competitiveness • Develop, share, promote best practice in Collaborative Business Relationship Management • Self financing - not for profit • 28 years of practical relationship management experience • Executive Knowledge Network c90 members • Public sector, industry and academia

  7. Academia and Research • University of Warwick Business School • Warwick Manufacturing Group • University of Aberdeen • Birmingham City University • Cardiff University • Cranfield University School of Management • University of Essex • University of Leeds Business School • The Defence Academy • University of the West of England • Aveiro University (Portugal) • Pisa Engineering University (Italy)

  8. The Changing Face of Business • Partnership Sourcing • ‘Vision 2010 - The Future of Purchasing and Supply’, 2000 • Research project - tracking and predicting the evolution of business models • ‘Future Connections –Business Relationship Management in 2020’, 2006

  9. Vertical integration Virtual integration Portfolio of Relationships Portfolio of Products Industrial economy Network economy From Products to Relationships Portfolio of Business Portfolio of Capabilities

  10. Collaboration Business relationships formed by committed organisations to maximise joint performance for the achievement of mutual objectives and the creation of additional value Collaboration = a concept Collaborative working = a process Collaborative = our attitude Collaborative behaviour = how we interact

  11. Process v People in Relationships Tools Policies Rules Skills Measures Management structure Process issues Systems Formal relationship People Issues Informal relationship Experience Needs Security Motivation Expectations Personality Power Learning style Culture Ambition Prestige

  12. Managing the Socio-Political “In your work, which of the 3 complexities is the most difficult to manage?” In your own formal training and development, which of the 3 complexities has received the most attention?” ‘How Hard Can it Be? Actively Managing Complexity in Technology Projects’, Harvey R Maylor, Neil W Turner and Ruth Murray-Webster, Cranfield University, 2013

  13. Competencies and Behaviours

  14. What Makes an Effective Collaborator? • Strategically minded • Team orientation • Good communicator • Open to sharing • Creative innovative • Empathetic • Believe in collaboration • Good listener • Behaving ethically • Leadership • Open-minded Warwick Business School, 2017 Research commissioned by ICW

  15. Organisational Silos Objectives Culture Tradition Profession Objectives Structure Resources Location Capability Culture Tradition Profession Objectives Structure Resources Location Capability Investment Performance Reporting Incentives

  16. Some Collaborative Arrangements …

  17. C R A F T and ISO 44001 2006 2005 2010 2017 2011 2004

  18. The Life Cycle of Relationships

  19. The Life Cycle of Relationships Does the corporate model align with operational needs? • Development of the approach to collaborative working at an operational business or project level • … including a specific strategy, business case and implementation plan • … and a structured assessment of the capability and maturity to successfully engage in a collaborative initiative Ensure the business case supports a collaborative approach Assess our strengths and weaknesses and define a partner profile

  20. The Life Cycle of Relationships • Selection of committed partners and the establishment of joint objectives, structures, processes and systems for creating new value Create + maintain a focus on developing added value Engage with potential partners and understand their objectives Develop a joint collaborative approach to drive successful outcomes

  21. The Life Cycle of Relationships Meet business needs and ensure controlled disengagement • Management of the joint value-creating relationship and systematic disengagement Jointly manage the relationship and performance to ensure success

  22. Monitor your Relationship • ‘Hard’ measures • Alignment • Mutuality • Risk profile • Issue resolution • … • Added value • ‘Soft’ measures • Communications and engagement • Collaborative profile • … • Trust

  23. Certification Sustainable relationships Efficiency Better engagement Innovation Risk management Behaviours Value creation Culture Consistency Continual Improvement Not a destination - the beginning of a journey

  24. Principles of Collaborative Working • Visions and Values • Business Objectives • Leadership • Competence and Behaviour • Governance • Value Creation • Risk Management • Knowledge Management • Exit Strategy • Planning the Relationship

  25. Benefits Realisation • Better problem solving • Reputation • Customer satisfaction • Increased trust • Overall business performance • Innovation • Continuous improvement • Better supply chain relationships • New competence and skills development • Employee satisfaction • Customer retention • Lower operating costs Warwick Business School, 2016 Research commissioned by ICW

  26. Conclusions • Collaborative competence and behaviours • The critical under-valued part of collaboration • Pre-procurement, ensure your organisation is ready for collaboration • Culture and behaviours …. • Procure for collaborative capability • Assess competence and behaviour • The key to future innovation and continual improvement • Nurture your relationships • Measure the ‘soft’ as well as the ‘hard’ • Resolve issues before they become problems • Recognise success, share the rewards

  27. Institute for Collaborative Working Thank You Paul Greenwood Paul.Greenwood@ICW.UK.Com ISO 44001 The International Standard for Collaborative Business Relationships

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