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Cooplexity Institute

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Cooplexity Institute

  1. 1. YOUR LOGO 201305 COOPLEXITY INSTITUTE The leader in collaboration Experience the advantage of full collaboration
  2. 2. YOUR LOGO INDEX About Cooplexity Institute 3 About Collaboration 10 Our approach 15 The 11 Cs model 23 Products & Services 28
  4. 4. YOUR LOGOYOUR LOGO About Cooplexity Institute  The Cooplexity Institute is an Oxford-based organization that focuses on working with complexity in business. We offer high-end learning and development programs with related consultancy services. Our methodology is based on the Cooplexity Model, a framework that stimulates collaborative results and efficiencies for organisations facing conditions of uncertainty and ambiguity.  The Cooplexity Model is grounded in comprehensive and published research. The Institute is composed of a global network of associates and research experts who specialise in leveraging the synergies and benefits of social learning, team cohesion and crowd-intelligence. Prama House 267 Banbury Road Oxford OX2 7HT United Kingdom
  5. 5. YOUR LOGOYOUR LOGO  Proactivity & Entrepreneurship  Cohesion & Teambuilding  Teamwork & Coordination  Global Virtual Teams (GVT) & Multiculturalism  Communication  Distributed Leadership  Managing uncertainty  Understanding complexity Areas of interest
  6. 6. YOUR LOGOYOUR LOGO Our referential framework “There is nothing so practical as a good theory” Kurt Lewin. The Cooplexity model  Specifically designed for decision- making in times of uncertainty and change, the Institute offers high-end learning and development programs with related consultancy services.  High Performance People  High Performance Teams  High Performance Organizations  Understanding Complexity and Managing Uncertainty Our model of cooperation is based upon 10 years of research.
  7. 7. YOUR LOGOYOUR LOGO About us A group with know-how and passion sharing the same focus. The team  A set of professionals working complementarily by sharing know- how and specializations.  We help executives to collaborate in leveraging synergies from their organization's social and human capital so as to reduce costs and improve inter and intra-team coordination.  All the richness demanded by diversity with a common focus, international perspective and local service.
  8. 8. YOUR LOGOYOUR LOGO Our history  1997-1998 Synergy Business Simulation is developed  2000 First top business schools and multinationals begun to use it (ESADE, Dannon, Deutche Bank, Beiersdorf, ...)  2006-2010 Arbora & Ausonia (P&G group)  2001 Behavioural standarization  2202-2007 Data gathering  2008 Statistical analysis  2009 First edition of the book  2010 The Institute is stablished in Oxford (UK)  2011 Santander Bank University adopts it as the standar model of the STEP program (high potentials)  2012 Open Certification Programs in Barcelona, Amsterdam and São Paulo  2013 ESADE introduce the Cooplexity Program in the Master in Science programs
  9. 9. YOUR LOGOYOUR LOGO Who trusts us? These are some of our more representative customers. Our Customers  From large companies and multinationals to smaller organizations who are very demanding with their quality standards and who have trusted us throughout these years.  Our solutions fit strategic changes and help in strategic implementations and transformations of organizations.
  11. 11. YOUR LOGOYOUR LOGO  According to IBM Global Chief Executive Officer Study , collaboration is the number one trait CEOs are seeking in their employees, with 75 percent of CEOs calling it critical.  Extensive research conducted by Blessing White Inc. indicates 31% of employees are actively engaged in their jobs, 52% are disengaged and 17% are actively disengaged.  According to Gallup Organization only in US results in a loss to the bottom line of over $300 billion in productivity. Their research shows that as many as 67% of your employees may be less than fully engaged — and the average company loses $2,246 per disengaged employee every year.  Engaged employees plan to stay for what they give; the disengaged stay for what they get.  They commit time and effort to help the organization succeed.  Employees worldwide view opportunities to apply their talents, career development and training as top drivers of job satisfaction. They are motivated by personal growth, working to a common purpose or being part of a larger process rather than pay or reward. Engage talented people and get results
  12. 12. YOUR LOGOYOUR LOGO  Pre-industrial society was structured on the basis of „metiers‟- expert craftsmen and women who were responsible for a productive activity in its entirety from beginning to end.  Industrial societies are characterized by task specialists and functional differentiation.  Today‟s interconnected, global society has increased task interdependencies and as a consequence raised the issue of managing complexity to the top of executive concerns .  These information and knowledge-based societies, adapt universally available and continuous technological, innovation with limited differentiation between output activity.  When technology and standardized processes are no longer able to add value, the differentiating factors are an organization’s teams, talents and people. There is no other way to do it
  13. 13. YOUR LOGOYOUR LOGO  How many opportunities are lost due to lack of initiative? How difficult is it for people to understand each other, even when the benefits are obvious? How much time is overspent on either defending our own budgets, roles or expected individual success? How much energy is lost on endless discussions? How weak are we when we avoid openness because we are not sufficiently self-confident? How many times do we look for blame instead of solutions?  It doesn't matter how much salary we are able to pay our employees. It is commitment which is directly related to great results. Furthermore, it is not just the commitment of one person, it is the whole organization’s.  But it is not easy to create an organization based on these values whilst still being competitive and establishing it as a great place to work. Forget those simple rules of thumb or 10 steps to do something. Business today is much more complex. We need a serious and solid approach to make such things happen. Otherwise we are exposed to loss
  14. 14. YOUR LOGOYOUR LOGO Businesses today demand collaboration. The right aproach is collaboration Business Unit Business Unit Business Unit Better results COLLABORATION Saving resources Taking advantage of opportunities Improving coordination
  16. 16. YOUR LOGOYOUR LOGO The current environment An uncertain and changing environment. Ambiguity  Organizations today have to managed environments of crisis, uncertainty and constant changes.  The future becomes blurred, less predictable and insecure.  In this complex reality everything is interconnected and interdependent.
  17. 17. YOUR LOGOYOUR LOGO The consequences Greater difficulty in management. Unpredictability  As a result there are no simple solutions, strategic pathways are neither safe nor obvious; traditional corporate recipes for success do not work.  Routes to success cease to be direct, linear, tangible and clearly visible; they are no longer explicit and tend to be tacit.
  18. 18. YOUR LOGOYOUR LOGO The need Perceiving & Anticipating Change. Adaptability  Companies must be flexible, responsive, agile and quick in order to survive and thrive.  Changes must be perceived and anticipated because when a need becomes tangible, it may be too late!  Perceptive cognizance, an attention to weak signals and a high state of vigilance are executive capacities that ensure rapid responses and increase likelihoods of success.
  19. 19. YOUR LOGOYOUR LOGO The solution We develop three key areas of your organization's capital. Key areas  Entrepreneurship Innovation, opportunity, creativity, proactivity, experimentation and learning.  Teamwork Awareness of interdependence, cohesion, collaboration, team consciousness.  Distributed Leadership Self-coordination and dispersed decision-making. Emergence of natural and spontaneous interposed leaders.
  20. 20. YOUR LOGOYOUR LOGO The players We influence four vital agents of change. Agents of Change  Individuals: personal development, attitudinal change, mental models.  Teams: experiential validation of cooperation models.  Leaders: development of the capacities and behaviours that facilitate the emergence of initiative and risk management.  Environment: creation of conditions needed to catalyze change.
  21. 21. YOUR LOGOYOUR LOGO The tools The assurance that they provide years of continuous improvement. The methodology  Our methods of proven effectiveness, have been tested for years by more than 100 companies and thousands of participants. • Experiential Learning through simulations • Personal feedback through test and videos. • Personal and team coaching • Workshops and group discussions • Tutorship
  22. 22. YOUR LOGOYOUR LOGO The engine of change A whole set of integrated solutions. Custom/Open Accreditation  Companies and individuals have the opportunity to either work with the model on a customized course or attend the 10-week, Cooplexity model, open program.  An experiential learning session guided by a behavioral simulation which lets you assimilate and validate the cooperation model.  The change of attitude, the team cohesion and the global vision that transforms participants into potential leaders.
  24. 24. YOUR LOGOYOUR LOGO Possible collaborative levels COALITION COOPERA TION “FULL” COLLABO RATION Collaboration It benefits everyone and harms nobody. Common interests: Agreement is the key It benefits some and does not harm anyone Parallel interest: Compensation is the key (win to win level) It benefits some and harms others Complementary interests: Trust is the key Team Consciousness
  25. 25. YOUR LOGOYOUR LOGO Possible competitive levels DESTRUC- TION COMPETI- TION ASKING FOR A FAVOUR Competition It harms me but you too “I loose, you loose” It benefits me and harms you “I win, you loose” It benefits me and doesn‟t harm you “I win, you don‟t loose” Individual self-interest
  26. 26. YOUR LOGOYOUR LOGO From competitiveness to full collaboration Competition Individual self-interest Collaboration Team Consciousness Cognitive approach. Convince on the individual benefit to be obtained through collaboration because of the interdependence. Emotional approach. Make feel that avoiding competition and embracing team perspective increase potential benefit. Clear perception and measurement on the organizational impact of individual contributions.
  27. 27. YOUR LOGOYOUR LOGO The Cooplexity 11 Cs model of collaboration COMPLEXITY COMMUNICATION Connectivity Organizations (Systems) Teams Individuals SELF-COORDINATION Conation COGNITION Common Project COHESION COALITION COOPERATION “FULL”-COLLABORATION FeedbackInteractionInformation
  29. 29. YOUR LOGOYOUR LOGO Products & Services Understanding COMPLEXITY Fostering COMMUNICATION Organizational level (Systems) Team level Individual level Self-Organization & Distributed Leadership Proactivity & Entrepreneurship Cohesion & Teamwork High Performance People High Performance Teams High Performance Organizations FeedbackInteractionInformation
  30. 30. YOUR LOGOYOUR LOGO Prama House 267 Banbury Road Oxford OX2 7HT T. +44 (0) 203 026 5376 www.cooplexity.com COOPLEXITY INSTITUTE: Leader in collaboration Experience the advantage of full collaboration