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Delivering Transformational Collaborative Change in
Austere Times

’’Raising the Standard for
collaboration’’
David E Hawk...
David E Hawkins
David E. Hawkins FCIPS
David has an extensive career in projects and procurement within the construction i...
Collaboration

or synchronised swimming with sharks
Building business relationships

3
© copyright Midas Projects Ltd Octo...
Background to ICW

Building business relationships
Background to ICW


Formed in 1990 as Partnership Sourcing
DTI now BIS and the CBI



Assist organisations to develop co...
ICW Executive Knowledge Network
BIS
CBI
Dept. for Communities & Local Government
Dept. For Culture Media & Sport
DEFRA
Dep...
Collaborative Working

Business relationships
formed
by committed organisations
to
maximise joint performance
for
achievem...
Building business relationships

8
Benefits from Collaborative working
Collaborative Challenges

Building business relationships
The ‘Outside in’ theory
Virtual boundary

Sales

Customers

Distribution
Outsourcing
providers

Processing

Production
Acq...
The Importance of Relationships

Building business relationships

12
© copyright Midas Projects Ltd October 2013 rev1
The Importance of Relationships

Formal relationship

Policies Tools
Rules
Measures Skills
Management structure
Systems

I...
Value Creation

The Importance of Relationships

Co-creating

Collaborative

Co-operative
Compliant
Confrontational

Mutua...
Executive sponsorship & Policy

Building business relationships

15
© copyright Midas Projects Ltd October 2013 rev1
Procedures and Systems

Building business relationships

16
© copyright Midas Projects Ltd October 2013 rev1
Knowledge and skills profile

Building business relationships

17
© copyright Midas Projects Ltd October 2013 rev1
Behaviours and competencies

Building business relationships

18
© copyright Midas Projects Ltd October 2013 rev1
Evaluate objectives and drivers

Building business relationships

19
© copyright Midas Projects Ltd October 2013 rev1
Establish common objectives

Their
objectives

Building business relationships

Joint
objectives

Our
objectives

20
© cop...
TCO & Value not Price
People
Investor

Catalyst
Trust

Developer
Designer
Engineer
Integrator
Suppliers

Building business...
Collaboration vs. contracting spectrum

Building business relationships

22
© copyright Midas Projects Ltd October 2013 re...
The Glass floor –Supply chain challenges
Focus Procurement
Rationalise spend

Efficiency
Zone

Consolidate needs

Market p...
The foundation of BS 11000

Next step ISO
Building business relationships

2016 ?
24

© copyright Midas Projects Ltd Octob...
Football?

Ball
Kit

Playing fields
Teams

Languages
Rules
Duration

Building business relationships

Cultures

25
© copyr...
Benefits of framework standard

Building business relationships

26
© copyright Midas Projects Ltd October 2013 rev1
Early Adopters

Building business relationships

27
© copyright Midas Projects Ltd October 2013 rev1
The Collaborative framework/BS 11000
Understanding Your
objectives

Recognising the
changing market
place

Developing the
...
Benefits others have recognised
The biggest single benefit of working
to BS11000 is the requirement for
greater structure ...
Look beyond traditional quality
Management
Executive
and
sponsorship
Training

Corporate
Service
culture
levels

Business
...
BS 11000 = Better business
Sustainable relationships
Efficiency

Better
engagement

Innovation

Risk
management

Behaviour...
Thank You

David.Hawkins@ICW.UK.com
WWW.ICW.UK.COM

Building business relationships

32
© copyright Midas Projects Ltd Oct...
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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.

Published in: Business, Technology

Transcript of "Raising the standard for collaboration – delivering transformational collaborative change in austere times"

  1. 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. 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. 3. Collaboration or synchronised swimming with sharks Building business relationships 3 © copyright Midas Projects Ltd October 2013 rev1
  4. 4. Background to ICW Building business relationships
  5. 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. 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. 7. Collaborative Working Business relationships formed by committed organisations to maximise joint performance for achievement of mutual objectives and creation of additional value
  8. 8. Building business relationships 8
  9. 9. Benefits from Collaborative working
  10. 10. Collaborative Challenges Building business relationships
  11. 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. 12. The Importance of Relationships Building business relationships 12 © copyright Midas Projects Ltd October 2013 rev1
  13. 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. 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. 15. Executive sponsorship & Policy Building business relationships 15 © copyright Midas Projects Ltd October 2013 rev1
  16. 16. Procedures and Systems Building business relationships 16 © copyright Midas Projects Ltd October 2013 rev1
  17. 17. Knowledge and skills profile Building business relationships 17 © copyright Midas Projects Ltd October 2013 rev1
  18. 18. Behaviours and competencies Building business relationships 18 © copyright Midas Projects Ltd October 2013 rev1
  19. 19. Evaluate objectives and drivers Building business relationships 19 © copyright Midas Projects Ltd October 2013 rev1
  20. 20. Establish common objectives Their objectives Building business relationships Joint objectives Our objectives 20 © copyright Midas Projects Ltd October 2013 rev1
  21. 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. 22. Collaboration vs. contracting spectrum Building business relationships 22 © copyright Midas Projects Ltd October 2013 rev1
  23. 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. 24. The foundation of BS 11000 Next step ISO Building business relationships 2016 ? 24 © copyright Midas Projects Ltd October 2013 rev1
  25. 25. Football? Ball Kit Playing fields Teams Languages Rules Duration Building business relationships Cultures 25 © copyright Midas Projects Ltd October 2013 rev1
  26. 26. Benefits of framework standard Building business relationships 26 © copyright Midas Projects Ltd October 2013 rev1
  27. 27. Early Adopters Building business relationships 27 © copyright Midas Projects Ltd October 2013 rev1
  28. 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. 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. 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. 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. 32. Thank You David.Hawkins@ICW.UK.com WWW.ICW.UK.COM Building business relationships 32 © copyright Midas Projects Ltd October 2013 rev1
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