YOUR LOGOYOUR LOGOAbout Cooplexity Institute The Cooplexity Institute is an Oxford-basedorganization that focuses on working withcomplexity in business. We offer high-endlearning and development programs withrelated consultancy services. Ourmethodology is based on the CooplexityModel, a framework that stimulatescollaborative results and efficiencies fororganisations facing conditions ofuncertainty and ambiguity. The Cooplexity Model is grounded incomprehensive and published research.The Institute is composed of a globalnetwork of associates and researchexperts who specialise in leveraging thesynergies and benefits of social learning,team cohesion and crowd-intelligence.Prama House267 Banbury RoadOxford OX2 7HTUnited Kingdom
YOUR LOGOYOUR LOGO Proactivity & Entrepreneurship Cohesion & Teambuilding Teamwork & Coordination Global Virtual Teams (GVT) & Multiculturalism Communication Distributed Leadership Managing uncertainty Understanding complexityAreas of interest
YOUR LOGOYOUR LOGOOur 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 andchange, the Institute offers high-endlearning and development programswith related consultancy services. High Performance People High Performance Teams High PerformanceOrganizations Understanding Complexityand Managing UncertaintyOur model of cooperation is based upon 10 years of research.
YOUR LOGOYOUR LOGOAbout usA group with know-how and passion sharing the same focus.The team A set of professionals workingcomplementarily by sharing know-how and specializations. We help executives to collaborate inleveraging synergies from theirorganizations social and humancapital so as to reduce costs andimprove inter and intra-teamcoordination. All the richness demanded bydiversity with a common focus,international perspective and localservice.
YOUR LOGOYOUR LOGOOur history 1997-1998 Synergy Business Simulation is developed 2000 First top business schools and multinationals begun to useit (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 modelof the STEP program (high potentials) 2012 Open Certification Programs in Barcelona, Amsterdam andSão Paulo 2013 ESADE introduce the Cooplexity Program in the Master inScience programs
YOUR LOGOYOUR LOGOWho trusts us?These are some of our more representative customers.Our Customers From large companies andmultinationals to smallerorganizations who are verydemanding with their qualitystandards and who have trusted usthroughout these years. Our solutions fit strategic changesand help in strategic implementationsand transformations of organizations.
YOUR LOGOYOUR LOGO According to IBM Global Chief Executive Officer Study , collaboration is the number onetrait 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 areactively 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 employeesmay be less than fully engaged — and the average company loses $2,246 per disengagedemployee every year. Engaged employees plan to stay for what they give; the disengaged stay for what theyget. They commit time and effort to help the organization succeed. Employees worldwide view opportunities to apply their talents, career development andtraining as top drivers of job satisfaction. They are motivated by personal growth, workingto a common purpose or being part of a larger process rather than pay or reward.Engage talented people and get results
YOUR LOGOYOUR LOGO Pre-industrial society was structured on the basis of „metiers‟-expert craftsmen and women who were responsible for aproductive activity in its entirety from beginning to end. Industrial societies are characterized by task specialists andfunctional differentiation. Today‟s interconnected, global society has increased taskinterdependencies and as a consequence raised the issue ofmanaging complexity to the top of executive concerns . These information and knowledge-based societies, adaptuniversally available and continuous technological, innovationwith limited differentiation between output activity. When technology and standardized processes areno longer able to add value, the differentiatingfactors are an organization’s teams, talents andpeople.There is no other way to do it
YOUR LOGOYOUR LOGO How many opportunities are lost due to lack of initiative? How difficult is it forpeople to understand each other, even when the benefits are obvious? Howmuch time is overspent on either defending our own budgets, roles or expectedindividual success? How much energy is lost on endless discussions? How weakare we when we avoid openness because we are not sufficiently self-confident?How many times do we look for blame instead of solutions? It doesnt matter how much salary we are able to pay our employees. It iscommitment which is directly related to great results. Furthermore, it is not justthe 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 beingcompetitive and establishing it as a great place to work. Forget those simple rulesof thumb or 10 steps to do something. Business today is much more complex. Weneed a serious and solid approach to make such things happen.Otherwise we are exposed to loss
YOUR LOGOYOUR LOGOBusinesses today demand collaboration.The right aproach is collaborationBusiness Unit Business Unit Business UnitBetterresultsCOLLABORATIONSaving resourcesTaking advantage of opportunitiesImproving coordination
YOUR LOGOYOUR LOGOThe current environmentAn uncertain and changing environment.Ambiguity Organizations today have tomanaged environments ofcrisis, uncertainty and constantchanges. The future becomes blurred, lesspredictable and insecure. In this complex reality everything isinterconnected and interdependent.
YOUR LOGOYOUR LOGOThe consequencesGreater difficulty in management.Unpredictability As a result there are no simplesolutions, strategic pathways areneither safe nor obvious; traditionalcorporate recipes for success do notwork. Routes to success cease to bedirect, linear, tangible and clearlyvisible; they are no longer explicitand tend to be tacit.
YOUR LOGOYOUR LOGOThe needPerceiving & Anticipating Change.Adaptability Companies must beflexible, responsive, agile and quickin order to survive and thrive. Changes must be perceivedand anticipated because when aneed becomes tangible, it may betoo late! Perceptive cognizance, an attentionto weak signals and a high state ofvigilance are executive capacitiesthat ensure rapid responses andincrease likelihoods of success.
YOUR LOGOYOUR LOGOThe solutionWe develop three key areas of your organizations capital.Key areas EntrepreneurshipInnovation, opportunity, creativity, proactivity, experimentation andlearning. TeamworkAwareness ofinterdependence, cohesion, collaboration, team consciousness. Distributed LeadershipSelf-coordination anddispersed decision-making.Emergence of natural andspontaneous interposed leaders.
YOUR LOGOYOUR LOGOThe playersWe influence four vital agents of change.Agents of Change Individuals: personaldevelopment, attitudinalchange, mental models. Teams: experiential validation ofcooperation models. Leaders: development of thecapacities and behaviours thatfacilitate the emergence of initiativeand risk management. Environment: creation of conditionsneeded to catalyze change.
YOUR LOGOYOUR LOGOThe toolsThe assurance that they provide years of continuous improvement.The methodology Our methods of proveneffectiveness, have been tested foryears by more than 100 companiesand thousands of participants.• Experiential Learning throughsimulations• Personal feedback through testand videos.• Personal and team coaching• Workshops and groupdiscussions• Tutorship
YOUR LOGOYOUR LOGOThe engine of changeA whole set of integrated solutions.Custom/Open Accreditation Companies and individuals have theopportunity to either work with themodel on a customized course orattend the 10-week, Cooplexitymodel, open program. An experiential learning sessionguided by a behavioral simulationwhich lets you assimilate andvalidate the cooperation model. The change of attitude, the teamcohesion and the global vision thattransforms participants into potentialleaders.
YOUR LOGOYOUR LOGOPossible collaborative levelsCOALITIONCOOPERATION“FULL”COLLABORATIONCollaborationIt benefits everyone and harmsnobody.Common interests: Agreement is thekeyIt benefits some and does notharm anyoneParallel interest: Compensation isthe key (win to win level)It benefits some and harmsothersComplementary interests:Trust is the keyTeam Consciousness
YOUR LOGOYOUR LOGOPossible competitive levelsDESTRUC-TIONCOMPETI-TIONASKINGFOR AFAVOURCompetitionIt 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
YOUR LOGOYOUR LOGOFrom competitiveness to full collaborationCompetitionIndividualself-interestCollaborationTeamConsciousnessCognitive approach.Convince on the individualbenefit to be obtained throughcollaboration because of theinterdependence.Emotional approach.Make feel that avoidingcompetition and embracingteam perspective increasepotential benefit.Clear perceptionand measurementon theorganizationalimpact ofindividualcontributions.
YOUR LOGOYOUR LOGOThe Cooplexity 11 Cs model of collaborationCOMPLEXITYCOMMUNICATIONConnectivityOrganizations(Systems)TeamsIndividualsSELF-COORDINATIONConationCOGNITIONCommon ProjectCOHESIONCOALITIONCOOPERATION“FULL”-COLLABORATIONFeedbackInteractionInformation