Raising the standard for collaboration – delivering transformational collaborative change in austere times
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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.
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Raising the standard for collaboration – delivering transformational collaborative change in austere times
- 1. Delivering Transformational Collaborative Change in Austere Times ’’Raising the Standard for collaboration’’ David E Hawkins Operations Director & Knowledge architect BS 11000 the worlds first Collaborative Relationship management national standard © copyright Midas Projects Ltd October 2013 rev1
- 2. David E Hawkins David E. Hawkins FCIPS David 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 Building business relationships 2 © copyright Midas Projects Ltd October 2013 rev1
- 3. Collaboration or synchronised swimming with sharks Building business relationships 3 © copyright Midas Projects Ltd October 2013 rev1
- 4. Background to ICW Building business relationships
- 5. Background to ICW Formed in 1990 as Partnership Sourcing DTI now BIS and the CBI Assist organisations to develop collaborative relationships for competitiveness Develop, share, promote best practice Business Relationship Management Self financing – Not for Profit A Company Limited by Guarantee Renamed in 2012 as Institute for Collaborative working 22 years of practical experience Building business relationships 5 © copyright Midas Projects Ltd October 2013 rev1
- 6. ICW Executive Knowledge Network BIS CBI Dept. for Communities & Local Government Dept. For Culture Media & Sport DEFRA Dept. Health Dept. for Transport DEFRA FCO HSE Ministry of Justice UK Trade & Investment MoD-DE&S National Audit Office NHS Shared Business Services NDA Royal Navy Royal Air Force US Department of Defense AMEC A&O Group Ansaldo ARUP Atkins Babcock International BAE Systems Balfour Beatty Bam Nuttall Bechtel British Standards Institute British Retail Consortium BT Global Services Business Continuity Institute CAPITA CH2MHill Chartered institute of Building Chicks Costain EMCOR Frequentis Frost and Sullivan Guide Dogs for the Blind Institute for Export Life channel Lockheed Martin Morgan Sindall J. Murphy National Express (C2C) Building business relationships NATS Network Rail Newsdesk Media NIP NSARE PERA Policy Connect Probrand Rail Alliance Rail Industries Association RT Infrastructure Raytheon Systems Selex Siemens plc Signalling Solutions Skanska Sofcat Toshiba Xchanging CASS Business School Manchester Business School University of Bangor University of Bath University of Bournemouth University of Bath University of Cambridge IfM University of Cardiff University of Cranfield University of Exeter University of East London University of Southampton University of St. Andrews University of Strathclyde University of Surrey University of Warwick Warwick Manufacturing Group 6 © copyright Midas Projects Ltd October 2013 rev1
- 7. Collaborative Working Business relationships formed by committed organisations to maximise joint performance for achievement of mutual objectives and creation of additional value
- 9. Benefits from Collaborative working
- 10. Collaborative Challenges Building business relationships
- 11. The ‘Outside in’ theory Virtual boundary Sales Customers Distribution Outsourcing providers Processing Production Acquisition Corporate boundary Suppliers • Price • Quality • Delivery • Management • Contracts • Performance • Integration • Culture • Ethos • Commitment • CSR • Interdependence • Trust Building business relationships © copyright Midas Projects Ltd June 2013
- 12. The Importance of Relationships Building business relationships 12 © copyright Midas Projects Ltd October 2013 rev1
- 13. The Importance of Relationships Formal relationship Policies Tools Rules Measures Skills Management structure Systems Informal relationship Needs People Issues Experience Security Motivation Power Process issues Expectations Personality Learning style Culture Ambition Prestige The Relationship Iceberg Building business relationships 13 © copyright Midas Projects Ltd October 2013 rev1
- 14. Value Creation The Importance of Relationships Co-creating Collaborative Co-operative Compliant Confrontational Mutual Trust Building business relationships 14 © copyright Midas Projects Ltd October 2013 rev1
- 15. Executive sponsorship & Policy Building business relationships 15 © copyright Midas Projects Ltd October 2013 rev1
- 16. Procedures and Systems Building business relationships 16 © copyright Midas Projects Ltd October 2013 rev1
- 17. Knowledge and skills profile Building business relationships 17 © copyright Midas Projects Ltd October 2013 rev1
- 18. Behaviours and competencies Building business relationships 18 © copyright Midas Projects Ltd October 2013 rev1
- 19. Evaluate objectives and drivers Building business relationships 19 © copyright Midas Projects Ltd October 2013 rev1
- 20. Establish common objectives Their objectives Building business relationships Joint objectives Our objectives 20 © copyright Midas Projects Ltd October 2013 rev1
- 21. TCO & Value not Price People Investor Catalyst Trust Developer Designer Engineer Integrator Suppliers Building business relationships Quality Service $Chain Value £ Deliverer End user/consumer Processes Time Total cost Connectivity Communication Standards Commitment Reliability 21 © copyright Midas Projects Ltd October 2013 rev1
- 22. Collaboration vs. contracting spectrum Building business relationships 22 © copyright Midas Projects Ltd October 2013 rev1
- 23. The Glass floor –Supply chain challenges Focus Procurement Rationalise spend Efficiency Zone Consolidate needs Market price Discipline approach Exploitation Reduce suppliers Opportunism Enhance processes Harness change Saving Zone Transaction costs E-procurement Rising input costs Complacency Danger Zone Raise skills Improve negotiation Demand forecasting Power price Review specification Opportunity Zone Strategic Zone Collaboration Process improvement Market awareness Forward planning Glass floor Frameworks Integrated planning Reduced competition Long term pricing Productivity wins Innovation Investment Sustainable low cost Reduced overheads Sustainable efficiency © copyright Midas Projects Ltd June 2013
- 24. The foundation of BS 11000 Next step ISO Building business relationships 2016 ? 24 © copyright Midas Projects Ltd October 2013 rev1
- 25. Football? Ball Kit Playing fields Teams Languages Rules Duration Building business relationships Cultures 25 © copyright Midas Projects Ltd October 2013 rev1
- 26. Benefits of framework standard Building business relationships 26 © copyright Midas Projects Ltd October 2013 rev1
- 27. Early Adopters Building business relationships 27 © copyright Midas Projects Ltd October 2013 rev1
- 28. The Collaborative framework/BS 11000 Understanding Your objectives Recognising the changing market place Developing the way forward Knowing your strengths & weaknesses Maximising joint potential Finding the right partner with appropriate strengths Creating additional value Establishing the governance for joint working Building business relationships © copyright Midas Projects Ltd October 2013 rev1
- 29. Benefits others have recognised The biggest single benefit of working to BS11000 is the requirement for greater structure and process in the management of the relationship - Network Rail 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 this standard has provided 'structure to our culture' Certification and adoption of BS11000 supports our strategic aims –Raytheon Systems Adopting BS11000 was a “nobrainer” and doing so will demonstrate to our customers that we do what we say- Costain BS11000 provides a framework and a language to improve the way we create and sustain our collaborative business relationships - Skanska BS 11000 gives us a ‘universally’ recognised structure and the catalyst to develop the next stage of our collaborative working capabilities – Balfour Beatty 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. The standard has provided us with a framework for implementing and objectively measuring the benefits of collaborative working - Lockheed Martin.
- 30. Look beyond traditional quality Management Executive and sponsorship Training Corporate Service culture levels Business Business processes Culture Learning Organisation High Marketplace Demand Collaborative Documentation profile Learning Customer Expectations Supplier Capability Collaborative Quality Systems skills Low Fast Continuous Relationships Improvement Building business relationships Cycle time Slow Training & Processes development Behaviours & Continuous Reputation Improvement 30 © copyright Midas Projects Ltd October 2013 rev1
- 31. BS 11000 = Better business Sustainable relationships Efficiency Better engagement Innovation Risk management Behaviours Value creation Culture Consistency Continual Improvement Not a plaque on the wall ..its a different way of working ! Building business relationships 31 © copyright Midas Projects Ltd October 2013 rev1
- 32. Thank You David.Hawkins@ICW.UK.com WWW.ICW.UK.COM Building business relationships 32 © copyright Midas Projects Ltd October 2013 rev1