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Foundations of Successful Relationship Management Successful Relationship Management Organizational Strategy for Sourcing Management and Governance Plan Relationship Management Plan Foundation Goal ©Copyright, GPS Group, Inc., All Rights Reserved. 1 Face to Face Face to Face Co Co - - located located Same time Same time - - zone zone Same Same organization organization Culturally Culturally Similar Similar Demographically similar Demographically similar Face to Face Face to Face Co Co - - located located Same time Same time zone zone Same Same organization organization Culturally Culturally Similar Similar Demographically similar Demographically similar Distributed Multi-cultural / dissimilar Virtual Work / Meetings Demographically distant Traditional Industrial-Age Workplace Digital-Age Workplace becoming Multiple time zones Networked organizations ©Copyright, GPS Group, Inc., All Rights Reserved. 2 The Changing Nature of Work 3 Discrete Relational Lo Lo Hi Hi Provider interest in exchange Client interest in exchange Discrete exchange = a transaction Relational exchange = collaboration Usually one-time Continuous or multiple times ©Copyright, GPS Group, Inc., All Rights Reserved. Discrete Exchange Versus Relational Exchange Communication ChannelUseFrequencyFace-to-Face Meetings/Site visitsTeam launch/Phase kick-off Start of any major project or phaseEnhanced Video Conferences (using digital tools like NetMeeting)Major coordination prior to milestone, e.g., product roll outAs required by project scheduleVideo ConferencesPeriodic team reviews to help team gel Meetings to revise project plans Monthly evaluation of progressDepends on how team progresses, but monthly to start with a firm date/time, e.g. first Monday of each month with times varied to accommodate different locationsConference CallsFrequent Team reviews and checkpoints Problem resolutionWeekly with firm date/time, e.g., every Thursday, with times varied to accommodate different locationsEmail updates/Instant messaging/phone callsMajority of team communicationsMultiple times/day The purpose of this chart is to illustrate the types of communication channels and circumstances for their use. The key here is to make use of all resources for communication that are available and match the best medium to the message. A specific plan with dates and times for using each channel should be created and posted for visibility. ©Copyright, GPS Group, Inc., All Rights Reserved. 4 Communication Plan Charts Who is involvedCEO/top mgtVPPMOPMsFrequencyQuarterly reviewsMonthly reviewsBi-monthly reviewsWeekly reviewsDate/TimeLast Thursday of each quarterFirst Wednesday of each monthFirst and third TuesdaysMondaysCommunication ChannelVideo ConferenceVideo conference at key milestones, conference calls for othersConference callsConference calls A plan for regular reviews at different levels of the hierarchy should created and posted with specific dates/time a ...

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Foundations of Successful Relationship Management Successful Relationship Management Organizational Strategy for Sourcing Management and Governance Plan Relationship Management Plan Foundation Goal ©Copyright, GPS Group, Inc., All Rights Reserved. 1 Face to Face Face to Face Co Co - - located located Same time Same time
- - zone zone Same Same organization organization Culturally Culturally Similar Similar Demographically similar Demographically similar Face to Face Face to Face Co Co - - located located Same time Same time zone zone Same Same organization organization Culturally Culturally Similar Similar
Demographically similar Demographically similar Distributed Multi-cultural / dissimilar Virtual Work / Meetings Demographically distant Traditional Industrial-Age Workplace Digital-Age Workplace becoming Multiple time zones Networked organizations ©Copyright, GPS Group, Inc., All Rights Reserved. 2 The Changing Nature of Work 3 Discrete Relational Lo Lo Hi Hi Provider interest in exchange Client interest in exchange Discrete exchange = a transaction Relational exchange = collaboration Usually one-time Continuous or multiple times
©Copyright, GPS Group, Inc., All Rights Reserved. Discrete Exchange Versus Relational Exchange Communication ChannelUseFrequencyFace-to-Face Meetings/Site visitsTeam launch/Phase kick-off Start of any major project or phaseEnhanced Video Conferences (using digital tools like NetMeeting)Major coordination prior to milestone, e.g., product roll outAs required by project scheduleVideo ConferencesPeriodic team reviews to help team gel Meetings to revise project plans Monthly evaluation of progressDepends on how team progresses, but monthly to start with a firm date/time, e.g. first Monday of each month with times varied to accommodate different locationsConference CallsFrequent Team reviews and checkpoints Problem resolutionWeekly with firm date/time, e.g., every Thursday, with times varied to accommodate different locationsEmail updates/Instant messaging/phone callsMajority of team communicationsMultiple times/day The purpose of this chart is to illustrate the types of communication channels and circumstances for their use. The key here is to make use of all resources for communication that are available and match the best medium to the message. A specific plan with dates and times for using each channel should be created and posted for visibility. ©Copyright, GPS Group, Inc., All Rights Reserved. 4 Communication Plan Charts Who is involvedCEO/top mgtVPPMOPMsFrequencyQuarterly
reviewsMonthly reviewsBi-monthly reviewsWeekly reviewsDate/TimeLast Thursday of each quarterFirst Wednesday of each monthFirst and third TuesdaysMondaysCommunication ChannelVideo ConferenceVideo conference at key milestones, conference calls for othersConference callsConference calls A plan for regular reviews at different levels of the hierarchy should created and posted with specific dates/time and communication channel. Varying times of meetings to accommodate locations is important ©Copyright, GPS Group, Inc., All Rights Reserved. 5 Communication Plan Charts (Cont’d) CoerciveAuthoritativeAffiliativeDemocraticPacesettingCoachin gThe leader’s modus operandiDemands immediate complianceMobilizes people toward a visionCreates harmony & builds emotional bondsForges consensus through participationSets high standards for performanceDevelops people for the futureThe style in a phrase“Do what I tell you”“Come with me”“People come first”“What do you think?”“Do as I do now”“Try this”Underlying emotional intelligence competenciesDrive to achieve initiative, self- controlSelf confidence, empathy, change catalystEmpathy, building relationships, communicationCollaboration, team leadership, communicationConscientiousness and drive to achieve initiativeDeveloping others, empathy, self- awarenessWhen the style works bestIn a crisis, to kick start a turnaround or with problem employeesWhen changes require a new vision or when a clear direction is neededTo heal rifts in a team or to motivate people during stressful circumstancesTo build buy-in or consensus, or to get input from valuable employeesTo get quick results from a highly motivated and competent teamTo help an employee improve performance or
develop long term strengthsOverall impact on climateNegativeMost strongly positivePositivePositiveNegativePositive Goleman, “Leadership That Gets Results,” Harvard Business Review, April 2000 ©Copyright, GPS Group, Inc., All Rights Reserved. 6 The Six Leadership Styles At a Glance Affinity Distance Cultural Social Relationship Interdependence Physical Distance Geographic Temporal Organizational Operational Distance Communications Multitasking Readiness Distribution Asymmetry Virtual Distance Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008 ©Copyright, GPS Group, Inc., All Rights Reserved. 7 The Virtual Distance Model
Affinity Distance Cultural Social Relationship Interdependence Physical Distance Geographic Temporal Organizational Operational Distance Communications Multitasking Readiness Distribution Asymmetry Virtual Distance Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008 ©Copyright, GPS Group, Inc., All Rights Reserved. 8 The Virtual Distance Model (Cont’d) Affinity Distance Cultural
Social Relationship Interdependence Physical Distance Geographic Temporal Organizational Operational Distance Communications Multitasking Readiness Distribution Asymmetry Virtual Distance Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008 ©Copyright, GPS Group, Inc., All Rights Reserved. 9 The Virtual Distance Model (Cont’d) Affinity Distance Cultural Social Relationship Interdependence Physical Distance Geographic Temporal Organizational Operational Distance
Communications Multitasking Readiness Distribution Asymmetry Virtual Distance Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008 ©Copyright, GPS Group, Inc., All Rights Reserved. 10 The Virtual Distance Model (Cont’d) Cultural Distance: Moral values – right vs. wrong, unbringing, experiences Work values – experience in workplace Personal values – combine individual and world views Cultural values – developed from community experience Demographics Cultural Values Cultural Communications ©Copyright, GPS Group, Inc., All Rights Reserved. 11 Cultural Distance
Status differences based on hierarchy or political power Formal Status Informal Status / Contribution Status ©Copyright, GPS Group, Inc., All Rights Reserved. 12 Social Distance Development of connections based on previous work experience Strong Ties Weak Ties ©Copyright, GPS Group, Inc., All Rights Reserved. 13 Relationship Distance Degree to which team members feel mutually dependent on each other for success ©Copyright, GPS Group, Inc., All Rights Reserved. 14 Interdependence Distance
Failure of technology or technological support that interferes with work Technical Skill Technical Support ©Copyright, GPS Group, Inc., All Rights Reserved. 15 Readiness Highly Dispersed Teams Unevenly Dispersed Teams Concentration of Hierarchical Power in Specific Teams Total Group Core Team/ Sub Group ©Copyright, GPS Group, Inc., All Rights Reserved. 16 Distribution Asymmetry ©Copyright, GPS Group, Inc., All Rights Reserved. 17 Summary Recognize the changing nature of work in the digital age
Global sourcing engagements are collaborations Planned change is a factor in organizational transformation Create a plan for Relationship Management as part of an overall governance plan Bullen, Christine, Lefave, Richard and Selig, Gad J., Implementing Strategic Sourcing: A Manager’s Guide to World Class Best Practices, Van Haren Publishing, 2010, ISBN # 978 90 8753 5797 Slides Developed By: Dr. Gad J. Selig, PMP, COP; Managing Partner and Founder, GPS Group 18 Reference List ©Copyright, GPS Group, Inc., All Rights Reserved. Master Class – Opening Session July 10-13, 2006 Copyright © 2006 IAOP. All Rights Reserved. 18 Learning Objectives & Speaking Notes:
References: Questions: Foundations of Successful Relationship Management Successful Relationship Management Organizational Strategy for Sourcing Management and Governance Plan Relationship Management Plan Foundation Goal ©Copyright, GPS Group, Inc., All Rights Reserved. 1 Face to Face Face to Face
Co Co - - located located Same time Same time - - zone zone Same Same organization organization Culturally Culturally Similar Similar Demographically similar Demographically similar Face to Face Face to Face Co Co - - located located Same time Same time zone zone
Same Same organization organization Culturally Culturally Similar Similar Demographically similar Demographically similar Distributed Multi-cultural / dissimilar Virtual Work / Meetings Demographically distant Traditional Industrial-Age Workplace Digital-Age Workplace becoming Multiple time zones Networked organizations ©Copyright, GPS Group, Inc., All Rights Reserved. 2 The Changing Nature of Work 3 Discrete Relational Lo Lo Hi Hi
Provider interest in exchange Client interest in exchange Discrete exchange = a transaction Relational exchange = collaboration Usually one-time Continuous or multiple times ©Copyright, GPS Group, Inc., All Rights Reserved. Discrete Exchange Versus Relational Exchange Communication ChannelUseFrequencyFace-to-Face Meetings/Site visitsTeam launch/Phase kick-off Start of any major project or phaseEnhanced Video Conferences (using digital tools like NetMeeting)Major coordination prior to milestone, e.g., product roll outAs required by project scheduleVideo ConferencesPeriodic team reviews to help team gel Meetings to revise project plans Monthly evaluation of progressDepends on how team progresses, but monthly to start with a firm date/time, e.g. first Monday of each month with times varied to accommodate different locationsConference CallsFrequent Team reviews and checkpoints Problem resolutionWeekly with firm date/time, e.g., every Thursday, with times varied to accommodate different locationsEmail updates/Instant messaging/phone callsMajority of team communicationsMultiple times/day The purpose of this chart is to illustrate the types of communication channels and circumstances for their use. The key here is to make use of all resources for communication that are available and match the best medium to the message. A specific plan with dates and times for using each channel should
be created and posted for visibility. ©Copyright, GPS Group, Inc., All Rights Reserved. 4 Communication Plan Charts Who is involvedCEO/top mgtVPPMOPMsFrequencyQuarterly reviewsMonthly reviewsBi-monthly reviewsWeekly reviewsDate/TimeLast Thursday of each quarterFirst Wednesday of each monthFirst and third TuesdaysMondaysCommunication ChannelVideo ConferenceVideo conference at key milestones, conference calls for othersConference callsConference calls A plan for regular reviews at different levels of the hierarchy should created and posted with specific dates/time and communication channel. Varying times of meetings to accommodate locations is important ©Copyright, GPS Group, Inc., All Rights Reserved. 5 Communication Plan Charts (Cont’d) CoerciveAuthoritativeAffiliativeDemocraticPacesettingCoachin gThe leader’s modus operandiDemands immediate complianceMobilizes people toward a visionCreates harmony & builds emotional bondsForges consensus through participationSets high standards for performanceDevelops people for the futureThe style in a phrase“Do what I tell you”“Come with me”“People come first”“What do you think?”“Do as I do now”“Try this”Underlying emotional intelligence competenciesDrive to achieve initiative, self- controlSelf confidence, empathy, change catalystEmpathy, building relationships, communicationCollaboration, team leadership, communicationConscientiousness and drive to
achieve initiativeDeveloping others, empathy, self- awarenessWhen the style works bestIn a crisis, to kick start a turnaround or with problem employeesWhen changes require a new vision or when a clear direction is neededTo heal rifts in a team or to motivate people during stressful circumstancesTo build buy-in or consensus, or to get input from valuable employeesTo get quick results from a highly motivated and competent teamTo help an employee improve performance or develop long term strengthsOverall impact on climateNegativeMost strongly positivePositivePositiveNegativePositive Goleman, “Leadership That Gets Results,” Harvard Business Review, April 2000 ©Copyright, GPS Group, Inc., All Rights Reserved. 6 The Six Leadership Styles At a Glance Affinity Distance Cultural Social Relationship Interdependence Physical Distance Geographic Temporal Organizational Operational Distance Communications Multitasking Readiness
Distribution Asymmetry Virtual Distance Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008 ©Copyright, GPS Group, Inc., All Rights Reserved. 7 The Virtual Distance Model Affinity Distance Cultural Social Relationship Interdependence Physical Distance Geographic Temporal Organizational Operational Distance Communications Multitasking Readiness Distribution Asymmetry Virtual Distance Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008 ©Copyright, GPS Group, Inc., All Rights Reserved. 8 The Virtual Distance Model (Cont’d)
Affinity Distance Cultural Social Relationship Interdependence Physical Distance Geographic Temporal Organizational Operational Distance Communications Multitasking Readiness Distribution Asymmetry Virtual Distance Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008 ©Copyright, GPS Group, Inc., All Rights Reserved. 9 The Virtual Distance Model (Cont’d) Affinity Distance Cultural
Social Relationship Interdependence Physical Distance Geographic Temporal Organizational Operational Distance Communications Multitasking Readiness Distribution Asymmetry Virtual Distance Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008 ©Copyright, GPS Group, Inc., All Rights Reserved. 10 The Virtual Distance Model (Cont’d) Cultural Distance: Moral values – right vs. wrong, unbringing, experiences Work values – experience in workplace Personal values – combine individual and world views Cultural values – developed from community experience Demographics Cultural Values Cultural Communications
©Copyright, GPS Group, Inc., All Rights Reserved. 11 Cultural Distance Status differences based on hierarchy or political power Formal Status Informal Status / Contribution Status ©Copyright, GPS Group, Inc., All Rights Reserved. 12 Social Distance Development of connections based on previous work experience Strong Ties Weak Ties ©Copyright, GPS Group, Inc., All Rights Reserved. 13 Relationship Distance
Degree to which team members feel mutually dependent on each other for success ©Copyright, GPS Group, Inc., All Rights Reserved. 14 Interdependence Distance Failure of technology or technological support that interferes with work Technical Skill Technical Support ©Copyright, GPS Group, Inc., All Rights Reserved. 15 Readiness Highly Dispersed Teams Unevenly Dispersed Teams Concentration of Hierarchical Power in Specific Teams Total Group Core Team/ Sub Group ©Copyright, GPS Group, Inc., All Rights Reserved. 16 Distribution Asymmetry
©Copyright, GPS Group, Inc., All Rights Reserved. 17 Summary Recognize the changing nature of work in the digital age Global sourcing engagements are collaborations Planned change is a factor in organizational transformation Create a plan for Relationship Management as part of an overall governance plan Bullen, Christine, Lefave, Richard and Selig, Gad J., Implementing Strategic Sourcing: A Manager’s Guide to World Class Best Practices, Van Haren Publishing, 2010, ISBN # 978 90 8753 5797 Slides Developed By: Dr. Gad J. Selig, PMP, COP; Managing Partner and Founder, GPS Group 18 Reference List ©Copyright, GPS Group, Inc., All Rights Reserved.
Master Class – Opening Session July 10-13, 2006 Copyright © 2006 IAOP. All Rights Reserved. 18 Learning Objectives & Speaking Notes: References: Questions:

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Foundations of Successful Relationship ManagementSuccessfu.docx

  • 1. Foundations of Successful Relationship Management Successful Relationship Management Organizational Strategy for Sourcing Management and Governance Plan Relationship Management Plan Foundation Goal ©Copyright, GPS Group, Inc., All Rights Reserved. 1 Face to Face Face to Face Co Co - - located located Same time Same time
  • 2. - - zone zone Same Same organization organization Culturally Culturally Similar Similar Demographically similar Demographically similar Face to Face Face to Face Co Co - - located located Same time Same time zone zone Same Same organization organization Culturally Culturally Similar Similar
  • 3. Demographically similar Demographically similar Distributed Multi-cultural / dissimilar Virtual Work / Meetings Demographically distant Traditional Industrial-Age Workplace Digital-Age Workplace becoming Multiple time zones Networked organizations ©Copyright, GPS Group, Inc., All Rights Reserved. 2 The Changing Nature of Work 3 Discrete Relational Lo Lo Hi Hi Provider interest in exchange Client interest in exchange Discrete exchange = a transaction Relational exchange = collaboration Usually one-time Continuous or multiple times
  • 4. ©Copyright, GPS Group, Inc., All Rights Reserved. Discrete Exchange Versus Relational Exchange Communication ChannelUseFrequencyFace-to-Face Meetings/Site visitsTeam launch/Phase kick-off Start of any major project or phaseEnhanced Video Conferences (using digital tools like NetMeeting)Major coordination prior to milestone, e.g., product roll outAs required by project scheduleVideo ConferencesPeriodic team reviews to help team gel Meetings to revise project plans Monthly evaluation of progressDepends on how team progresses, but monthly to start with a firm date/time, e.g. first Monday of each month with times varied to accommodate different locationsConference CallsFrequent Team reviews and checkpoints Problem resolutionWeekly with firm date/time, e.g., every Thursday, with times varied to accommodate different locationsEmail updates/Instant messaging/phone callsMajority of team communicationsMultiple times/day The purpose of this chart is to illustrate the types of communication channels and circumstances for their use. The key here is to make use of all resources for communication that are available and match the best medium to the message. A specific plan with dates and times for using each channel should be created and posted for visibility. ©Copyright, GPS Group, Inc., All Rights Reserved. 4 Communication Plan Charts Who is involvedCEO/top mgtVPPMOPMsFrequencyQuarterly
  • 5. reviewsMonthly reviewsBi-monthly reviewsWeekly reviewsDate/TimeLast Thursday of each quarterFirst Wednesday of each monthFirst and third TuesdaysMondaysCommunication ChannelVideo ConferenceVideo conference at key milestones, conference calls for othersConference callsConference calls A plan for regular reviews at different levels of the hierarchy should created and posted with specific dates/time and communication channel. Varying times of meetings to accommodate locations is important ©Copyright, GPS Group, Inc., All Rights Reserved. 5 Communication Plan Charts (Cont’d) CoerciveAuthoritativeAffiliativeDemocraticPacesettingCoachin gThe leader’s modus operandiDemands immediate complianceMobilizes people toward a visionCreates harmony & builds emotional bondsForges consensus through participationSets high standards for performanceDevelops people for the futureThe style in a phrase“Do what I tell you”“Come with me”“People come first”“What do you think?”“Do as I do now”“Try this”Underlying emotional intelligence competenciesDrive to achieve initiative, self- controlSelf confidence, empathy, change catalystEmpathy, building relationships, communicationCollaboration, team leadership, communicationConscientiousness and drive to achieve initiativeDeveloping others, empathy, self- awarenessWhen the style works bestIn a crisis, to kick start a turnaround or with problem employeesWhen changes require a new vision or when a clear direction is neededTo heal rifts in a team or to motivate people during stressful circumstancesTo build buy-in or consensus, or to get input from valuable employeesTo get quick results from a highly motivated and competent teamTo help an employee improve performance or
  • 6. develop long term strengthsOverall impact on climateNegativeMost strongly positivePositivePositiveNegativePositive Goleman, “Leadership That Gets Results,” Harvard Business Review, April 2000 ©Copyright, GPS Group, Inc., All Rights Reserved. 6 The Six Leadership Styles At a Glance Affinity Distance Cultural Social Relationship Interdependence Physical Distance Geographic Temporal Organizational Operational Distance Communications Multitasking Readiness Distribution Asymmetry Virtual Distance Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008 ©Copyright, GPS Group, Inc., All Rights Reserved. 7 The Virtual Distance Model
  • 7. Affinity Distance Cultural Social Relationship Interdependence Physical Distance Geographic Temporal Organizational Operational Distance Communications Multitasking Readiness Distribution Asymmetry Virtual Distance Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008 ©Copyright, GPS Group, Inc., All Rights Reserved. 8 The Virtual Distance Model (Cont’d) Affinity Distance Cultural
  • 8. Social Relationship Interdependence Physical Distance Geographic Temporal Organizational Operational Distance Communications Multitasking Readiness Distribution Asymmetry Virtual Distance Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008 ©Copyright, GPS Group, Inc., All Rights Reserved. 9 The Virtual Distance Model (Cont’d) Affinity Distance Cultural Social Relationship Interdependence Physical Distance Geographic Temporal Organizational Operational Distance
  • 9. Communications Multitasking Readiness Distribution Asymmetry Virtual Distance Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008 ©Copyright, GPS Group, Inc., All Rights Reserved. 10 The Virtual Distance Model (Cont’d) Cultural Distance: Moral values – right vs. wrong, unbringing, experiences Work values – experience in workplace Personal values – combine individual and world views Cultural values – developed from community experience Demographics Cultural Values Cultural Communications ©Copyright, GPS Group, Inc., All Rights Reserved. 11 Cultural Distance
  • 10. Status differences based on hierarchy or political power Formal Status Informal Status / Contribution Status ©Copyright, GPS Group, Inc., All Rights Reserved. 12 Social Distance Development of connections based on previous work experience Strong Ties Weak Ties ©Copyright, GPS Group, Inc., All Rights Reserved. 13 Relationship Distance Degree to which team members feel mutually dependent on each other for success ©Copyright, GPS Group, Inc., All Rights Reserved. 14 Interdependence Distance
  • 11. Failure of technology or technological support that interferes with work Technical Skill Technical Support ©Copyright, GPS Group, Inc., All Rights Reserved. 15 Readiness Highly Dispersed Teams Unevenly Dispersed Teams Concentration of Hierarchical Power in Specific Teams Total Group Core Team/ Sub Group ©Copyright, GPS Group, Inc., All Rights Reserved. 16 Distribution Asymmetry ©Copyright, GPS Group, Inc., All Rights Reserved. 17 Summary Recognize the changing nature of work in the digital age
  • 12. Global sourcing engagements are collaborations Planned change is a factor in organizational transformation Create a plan for Relationship Management as part of an overall governance plan Bullen, Christine, Lefave, Richard and Selig, Gad J., Implementing Strategic Sourcing: A Manager’s Guide to World Class Best Practices, Van Haren Publishing, 2010, ISBN # 978 90 8753 5797 Slides Developed By: Dr. Gad J. Selig, PMP, COP; Managing Partner and Founder, GPS Group 18 Reference List ©Copyright, GPS Group, Inc., All Rights Reserved. Master Class – Opening Session July 10-13, 2006 Copyright © 2006 IAOP. All Rights Reserved. 18 Learning Objectives & Speaking Notes:
  • 13. References: Questions: Foundations of Successful Relationship Management Successful Relationship Management Organizational Strategy for Sourcing Management and Governance Plan Relationship Management Plan Foundation Goal ©Copyright, GPS Group, Inc., All Rights Reserved. 1 Face to Face Face to Face
  • 14. Co Co - - located located Same time Same time - - zone zone Same Same organization organization Culturally Culturally Similar Similar Demographically similar Demographically similar Face to Face Face to Face Co Co - - located located Same time Same time zone zone
  • 15. Same Same organization organization Culturally Culturally Similar Similar Demographically similar Demographically similar Distributed Multi-cultural / dissimilar Virtual Work / Meetings Demographically distant Traditional Industrial-Age Workplace Digital-Age Workplace becoming Multiple time zones Networked organizations ©Copyright, GPS Group, Inc., All Rights Reserved. 2 The Changing Nature of Work 3 Discrete Relational Lo Lo Hi Hi
  • 16. Provider interest in exchange Client interest in exchange Discrete exchange = a transaction Relational exchange = collaboration Usually one-time Continuous or multiple times ©Copyright, GPS Group, Inc., All Rights Reserved. Discrete Exchange Versus Relational Exchange Communication ChannelUseFrequencyFace-to-Face Meetings/Site visitsTeam launch/Phase kick-off Start of any major project or phaseEnhanced Video Conferences (using digital tools like NetMeeting)Major coordination prior to milestone, e.g., product roll outAs required by project scheduleVideo ConferencesPeriodic team reviews to help team gel Meetings to revise project plans Monthly evaluation of progressDepends on how team progresses, but monthly to start with a firm date/time, e.g. first Monday of each month with times varied to accommodate different locationsConference CallsFrequent Team reviews and checkpoints Problem resolutionWeekly with firm date/time, e.g., every Thursday, with times varied to accommodate different locationsEmail updates/Instant messaging/phone callsMajority of team communicationsMultiple times/day The purpose of this chart is to illustrate the types of communication channels and circumstances for their use. The key here is to make use of all resources for communication that are available and match the best medium to the message. A specific plan with dates and times for using each channel should
  • 17. be created and posted for visibility. ©Copyright, GPS Group, Inc., All Rights Reserved. 4 Communication Plan Charts Who is involvedCEO/top mgtVPPMOPMsFrequencyQuarterly reviewsMonthly reviewsBi-monthly reviewsWeekly reviewsDate/TimeLast Thursday of each quarterFirst Wednesday of each monthFirst and third TuesdaysMondaysCommunication ChannelVideo ConferenceVideo conference at key milestones, conference calls for othersConference callsConference calls A plan for regular reviews at different levels of the hierarchy should created and posted with specific dates/time and communication channel. Varying times of meetings to accommodate locations is important ©Copyright, GPS Group, Inc., All Rights Reserved. 5 Communication Plan Charts (Cont’d) CoerciveAuthoritativeAffiliativeDemocraticPacesettingCoachin gThe leader’s modus operandiDemands immediate complianceMobilizes people toward a visionCreates harmony & builds emotional bondsForges consensus through participationSets high standards for performanceDevelops people for the futureThe style in a phrase“Do what I tell you”“Come with me”“People come first”“What do you think?”“Do as I do now”“Try this”Underlying emotional intelligence competenciesDrive to achieve initiative, self- controlSelf confidence, empathy, change catalystEmpathy, building relationships, communicationCollaboration, team leadership, communicationConscientiousness and drive to
  • 18. achieve initiativeDeveloping others, empathy, self- awarenessWhen the style works bestIn a crisis, to kick start a turnaround or with problem employeesWhen changes require a new vision or when a clear direction is neededTo heal rifts in a team or to motivate people during stressful circumstancesTo build buy-in or consensus, or to get input from valuable employeesTo get quick results from a highly motivated and competent teamTo help an employee improve performance or develop long term strengthsOverall impact on climateNegativeMost strongly positivePositivePositiveNegativePositive Goleman, “Leadership That Gets Results,” Harvard Business Review, April 2000 ©Copyright, GPS Group, Inc., All Rights Reserved. 6 The Six Leadership Styles At a Glance Affinity Distance Cultural Social Relationship Interdependence Physical Distance Geographic Temporal Organizational Operational Distance Communications Multitasking Readiness
  • 19. Distribution Asymmetry Virtual Distance Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008 ©Copyright, GPS Group, Inc., All Rights Reserved. 7 The Virtual Distance Model Affinity Distance Cultural Social Relationship Interdependence Physical Distance Geographic Temporal Organizational Operational Distance Communications Multitasking Readiness Distribution Asymmetry Virtual Distance Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008 ©Copyright, GPS Group, Inc., All Rights Reserved. 8 The Virtual Distance Model (Cont’d)
  • 20. Affinity Distance Cultural Social Relationship Interdependence Physical Distance Geographic Temporal Organizational Operational Distance Communications Multitasking Readiness Distribution Asymmetry Virtual Distance Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008 ©Copyright, GPS Group, Inc., All Rights Reserved. 9 The Virtual Distance Model (Cont’d) Affinity Distance Cultural
  • 21. Social Relationship Interdependence Physical Distance Geographic Temporal Organizational Operational Distance Communications Multitasking Readiness Distribution Asymmetry Virtual Distance Sobel Lojeski and Reilly, Uniting the Virtual Workforce, 2008 ©Copyright, GPS Group, Inc., All Rights Reserved. 10 The Virtual Distance Model (Cont’d) Cultural Distance: Moral values – right vs. wrong, unbringing, experiences Work values – experience in workplace Personal values – combine individual and world views Cultural values – developed from community experience Demographics Cultural Values Cultural Communications
  • 22. ©Copyright, GPS Group, Inc., All Rights Reserved. 11 Cultural Distance Status differences based on hierarchy or political power Formal Status Informal Status / Contribution Status ©Copyright, GPS Group, Inc., All Rights Reserved. 12 Social Distance Development of connections based on previous work experience Strong Ties Weak Ties ©Copyright, GPS Group, Inc., All Rights Reserved. 13 Relationship Distance
  • 23. Degree to which team members feel mutually dependent on each other for success ©Copyright, GPS Group, Inc., All Rights Reserved. 14 Interdependence Distance Failure of technology or technological support that interferes with work Technical Skill Technical Support ©Copyright, GPS Group, Inc., All Rights Reserved. 15 Readiness Highly Dispersed Teams Unevenly Dispersed Teams Concentration of Hierarchical Power in Specific Teams Total Group Core Team/ Sub Group ©Copyright, GPS Group, Inc., All Rights Reserved. 16 Distribution Asymmetry
  • 24. ©Copyright, GPS Group, Inc., All Rights Reserved. 17 Summary Recognize the changing nature of work in the digital age Global sourcing engagements are collaborations Planned change is a factor in organizational transformation Create a plan for Relationship Management as part of an overall governance plan Bullen, Christine, Lefave, Richard and Selig, Gad J., Implementing Strategic Sourcing: A Manager’s Guide to World Class Best Practices, Van Haren Publishing, 2010, ISBN # 978 90 8753 5797 Slides Developed By: Dr. Gad J. Selig, PMP, COP; Managing Partner and Founder, GPS Group 18 Reference List ©Copyright, GPS Group, Inc., All Rights Reserved.
  • 25. Master Class – Opening Session July 10-13, 2006 Copyright © 2006 IAOP. All Rights Reserved. 18 Learning Objectives & Speaking Notes: References: Questions: