raising the standard for collaboration – delivering transformational collaborative change in...
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On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management. Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available. The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey. On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type. One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change. Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate. Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.TRANSCRIPT
Delivering Transformational Collaborative Change in Austere Times
’’Raising the Standard for collaboration’’
David E HawkinsOperations Director &Knowledge architect
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BS 11000 the worlds first Collaborative Relationship management national standard
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David E Hawkins
David E. Hawkins FCIPSDavid has an extensive career in projects and procurement within the construction industry. For over 40 years he has been associated with the development and implementation of major projects in many parts of the world, which has provided an insight into the many organisational and cultural challenges that projects can generate. Over the past decade he has been an active promoter of partnering concepts and the development of extended enterprises through the building of alliances.
As a strategic thinker he has deployed these approaches to support manufacturing to outsourcing programmes, capitalising on the opportunities within project operations to exploit global sourcing. Building on these experiences he has helped a number of major organisations to implement change management programmes in different industrial arenas including chemical processing, oil and gas, power generation, and mining and minerals processing.
He was the architect and author of the CRAFT collaborative methodology and technical author of the British standards Institution (BSI) PAS 11000 framework the world’s first Collaborative business relationship standard and chairman of the BSI committee who developed the BS 11000 standard.
In 2009 he was acknowledged as one of the world’s top 100 thought leaders on CSR. He has been a regular contributor to professional magazines, published a wide range of papers on the subject of collaborative working and as an established author he has several publications to his credit including
Sun Tzu and the Project Battleground: Creating Project Strategy using the Art of War published by Palgrave Macmillan 2004
The Bending Moment: Energising corporate strategy published by Palgrave Macmillan 2005.
Corporate Social Responsibility; Balancing Tomorrows sustainability with Today’s profitability published 2006 published by Palgrave
Macmillan.
Raising the standard for collaboration : published by British Standards Institution 2013
Collaboration
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or synchronised swimming with sharks
Background to ICW
Our Aims
• To be recognised and acknowledged as the thought leader on business collaborative working.
• To carry out research to further develop collaborative working principles, practices and process.
• To ensure the widespread development of collaborative working skills through training and development
• To progressively build a global collaborative working knowledge sharing community
Our Vision
Collaborative Working recognised as
a fundamental business discipline necessitating a
structured methodology to underpin successful business
relationships.
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Background to ICW
i Formed in 1990 as Partnership Sourcing
DTI now BIS and the CBI
i Assist organisations to develop collaborative relationships for
competitiveness
i Develop, share, promote best practice
Business Relationship Management
i Self financing – Not for Profit
A Company Limited by Guarantee
i Renamed in 2012 as Institute for Collaborative working
i 22 years of practical experience
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ICW Executive Knowledge Network
BISCBIDept. for Communities & Local GovernmentDept. For Culture Media & SportDEFRADept. HealthDept. for TransportDEFRAFCOHSEMinistry of JusticeUK Trade & InvestmentMoD-DE&SNational Audit OfficeNHS Shared Business ServicesNDARoyal NavyRoyal Air Force US Department of Defense
AMECA&O GroupAnsaldoARUPAtkinsBabcock International BAE Systems Balfour BeattyBam NuttallBechtelBritish Standards Institute British Retail ConsortiumBT Global ServicesBusiness Continuity InstituteCAPITACH2MHillChartered institute of BuildingChicksCostain EMCORFrequentisFrost and SullivanGuide Dogs for the BlindInstitute for Export Life channelLockheed MartinMorgan SindallJ. MurphyNational Express (C2C)
NATSNetwork RailNewsdesk MediaNIPNSAREPERAPolicy ConnectProbrandRail Alliance Rail Industries AssociationRT InfrastructureRaytheon Systems SelexSiemens plcSignalling SolutionsSkanskaSofcatToshibaXchanging
CASS Business SchoolManchester Business SchoolUniversity of Bangor University of BathUniversity of BournemouthUniversity of BathUniversity of Cambridge IfMUniversity of CardiffUniversity of CranfieldUniversity of ExeterUniversity of East LondonUniversity of SouthamptonUniversity of St. AndrewsUniversity of Strathclyde University of SurreyUniversity of Warwick Warwick Manufacturing Group
Business relationships formed
by committed organisations to maximise joint performance for
achievement of mutual objectives and
creation of additional value
Collaborative Working
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Benefits from Collaborative working
Collaborative Challenges
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Corporate boundary
Acquisition
Production
Processing
Distribution
Sales
Suppliers
Customers
• Price• Quality• Delivery• Management• Contracts• Performance• Integration• Culture• Ethos• Commitment• CSR• Interdependence• Trust
Outsourcingproviders
Virtual boundary
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The ‘Outside in’ theory
The Importance of Relationships
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The Importance of Relationships
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Motivation
Power
Prestige
Ambition
Rules
Expectations
Needs Security
Culture
Systems
Tools
Management structure
PoliciesSkillsMeasures
Experience
Personality
Learning style
Formal relationship Process issues
Informal relationship People Issues
The Relationship Iceberg
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The Importance of Relationships
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Valu
e C
reati
on
Mutual Trust
Confrontational
Compliant
Co-operative
Collaborative
Co-creating
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Executive sponsorship & Policy
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Procedures and Systems
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Knowledge and skills profile
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Behaviours and competencies
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Evaluate objectives and drivers
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Establish common objectives
Our objectives
Their objectives
Joint objectives
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TCO & Value not Price
Investor
Developer
Designer
Engineer
Deliverer
Integrator
End user/consumer
Suppliers
Quality
Service
Time
Total cost
Standards
Connectivity
Reliability
Communication
Trust
Commitment
$£
People ProcessesCatalyst
Value Chain
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Collaboration vs. contracting spectrum
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Focus Procurement
Rationalise spend
Consolidate needs
Discipline approach
Reduce suppliers
Enhance processes
Transaction costs
E-procurement
Raise skills
Improve negotiation
Demand forecasting
Frameworks
Integrated planning
Review specification
Collaboration
Process improvement
Exploitation
Opportunism
Harness change
Rising input costs
Complacency
Reduced competition
Market awareness
Forward planning
Long term pricing
Productivity wins
Innovation
Investment
Reduced overheads
DangerZone
OpportunityZone
SavingZone
EfficiencyZone
StrategicZone
Market price
Power price
Sustainable low cost
Glass floor
Sustainable efficiency
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The Glass floor –Supply chain challenges
The foundation of BS 11000
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Next step ISO 2016 ?
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Football?
Rules
Teams
Duration
Languages
Cultures
Playing fields
KitBall
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Benefits of framework standard
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Early Adopters
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The Collaborative framework/BS 11000Understanding Your
objectives
Establishing the governance for joint working
Creating additional value
Maximising joint potential
Recognising the changing market
placeDeveloping the
way forward
Knowing your strengths & weaknesses
Finding the right partner
with appropriate strengths
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Benefits others have recognised BS 11000 sets out a framework that will enable companies like ours to apply good practice principles to its own way of working, and has wide applications on how to manage valuable business relationships - EMCOR
The biggest single benefit of working to BS11000 is the requirement for greater structure and process in the management of the relationship- Network Rail
Adopting BS11000 was a “no-brainer” and doing so will demonstrate to our customers that we do what we say- Costain
BS 11000 gives us a ‘universally’ recognised structure and the catalyst to develop the next stage of our collaborative working capabilities – Balfour Beatty
The standard has provided us with a framework for implementing and objectively measuring the benefits of collaborative working- Lockheed Martin.
this standard has provided 'structure to our culture' Certification and adoption of BS11000 supports our strategic aims –Raytheon Systems
BS11000 supports our ‘innovating for growth’ strategy through successfully demonstrating the benefits of its collaborative capabilities and practices- NATS
This standard offers an innovative, structured approach to Relationship Management has the potential to yield transformational long term benefits – Selex -SI.
BS11000 provides a framework and a language to improve the way we create and sustain our collaborative business relationships - Skanska
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Look beyond traditional quality
Management
and
Training
Executivesponsorship
Business
Culture
Businessprocesses
Service
levels
Corporateculture
DocumentationCollaborative
profile
RelationshipsContinuous
ImprovementContinuous
Improvement
Behaviours &Reputation
ProcessesTraining &
development
Quality
Systems
Collaborativeskills
LearningOrganisation
Marketplace
Demand
Supplier Capability
SlowFast
High
Low
Cycle time
CustomerExpectations
Learning
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BS 11000 = Better business
Not a plaque on the wall ..its a different way of working !
Better engagement
Risk management
Value creation
Consistency
Efficiency
Innovation
Behaviours
Culture
Continual Improvement
Sustainable relationships
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Thank You