This document discusses partnership performance in facilities management. It begins by outlining the visions that customers and suppliers have for partnerships, but notes that the reality often involves confrontation, mistrust, and failure. Both customers and suppliers express frustration with each other. The document then argues that the industry can learn from the construction sector's use of collaborative relationships and partnering. It presents PAS 11000, a new standard for collaborative business relationships, as a framework that can help FM partnerships by establishing governance, objectives, processes and measurement. Following the standard could yield benefits like improved engagement, effectiveness, risk management, and sustainable relationships.
This presentation shares a case study of pioneering work completed with Northwestern Mutual, in which we identified and proved a series of leader behaviors that predicted productivity performance. I served as the program's agency lead and lead planner.
Learn how to use predictive analytics to find out what competencies from your 360 assessment drives real business outcomes (profit, revenue, performance). Strategic Management Decisions (www.smdhr.com) presents their proprietary approach to 360 assessments.
This presentation shares a case study of pioneering work completed with Northwestern Mutual, in which we identified and proved a series of leader behaviors that predicted productivity performance. I served as the program's agency lead and lead planner.
Learn how to use predictive analytics to find out what competencies from your 360 assessment drives real business outcomes (profit, revenue, performance). Strategic Management Decisions (www.smdhr.com) presents their proprietary approach to 360 assessments.
MACPA "Strategic Plan on a Page" developed using BLI's i2a: Insights to Action Strategic Planning Process. This helps capture the critical elements of the strategic plan in a way that people can easily grasp.
It is used for engagement and alignment throughout the organization and ultimately inspires action!
This is what differentiates our i2a: Strategic Planning process - our process starts where strategic planning ends. In the "Inspire to Act" phase, we work to design ways to engage the entire organization with powerful communication tools designed to get buy-in and understanding. The result is more discretionary effort in executing the strategic plan.
True North Equities acquires, develops and grows small to mid-size companies serving public sector markets. We provide a full range of services to members companies and clients to help them realize full-growth potential.
South Florida HDI Virtual Event: IT Alignment and Value Network MetricsEddie Vidal
South Florida HDI is continuing to expand their presence outside of South Florida with their first ever webinar, sponsored by Cherwell. Our goal is to increase contributions and knowledge to the IT professional community in Latin America and Caribbean markets. In addition, this allows us to take advantage and reach other HDI members and non-members throughout the United States. The South Florida HDI chapter has been commended for their innovation and growth within the HDI community and this is another step in our growth.
Keynote Presentation by Dell's Bill Payne
Session Name: IT Alignment and Value Network Metrics: A Wake-Up Call.
Bill’s session will challenge IT executives to transform and elevate the way they measure, manage, and communicate the value of their IT services. By leveraging key concepts from the underleveraged ITIL service strategy area, IT alignment and value network metrics have the potential to clearly communicate business value in terms that are meaningful to the business.
See how Quadrant can deliver a contingent labour solution that reduces risk, administration, and cost whilst maximising performance and retention of talent.
Here are the slides from my lightening talk on "Establishing Business Analysis Practice" delivered in BA Conference at Pune, organized by ThoughtWorks on 15th September 2012. In this presentation I cover the lifecycle of BA Practice, preparations necessary before you start a BA practice, what it takes to successfully operate a BA Practice and evolve it towards a consultancy service model.
About Me: My name is Vinay Pandey, and I work as Principal Business Analyst at e-Zest Solutions Ltd. For more information kindly visit my blog http://bab1e.blogspot.com
MACPA "Strategic Plan on a Page" developed using BLI's i2a: Insights to Action Strategic Planning Process. This helps capture the critical elements of the strategic plan in a way that people can easily grasp.
It is used for engagement and alignment throughout the organization and ultimately inspires action!
This is what differentiates our i2a: Strategic Planning process - our process starts where strategic planning ends. In the "Inspire to Act" phase, we work to design ways to engage the entire organization with powerful communication tools designed to get buy-in and understanding. The result is more discretionary effort in executing the strategic plan.
True North Equities acquires, develops and grows small to mid-size companies serving public sector markets. We provide a full range of services to members companies and clients to help them realize full-growth potential.
South Florida HDI Virtual Event: IT Alignment and Value Network MetricsEddie Vidal
South Florida HDI is continuing to expand their presence outside of South Florida with their first ever webinar, sponsored by Cherwell. Our goal is to increase contributions and knowledge to the IT professional community in Latin America and Caribbean markets. In addition, this allows us to take advantage and reach other HDI members and non-members throughout the United States. The South Florida HDI chapter has been commended for their innovation and growth within the HDI community and this is another step in our growth.
Keynote Presentation by Dell's Bill Payne
Session Name: IT Alignment and Value Network Metrics: A Wake-Up Call.
Bill’s session will challenge IT executives to transform and elevate the way they measure, manage, and communicate the value of their IT services. By leveraging key concepts from the underleveraged ITIL service strategy area, IT alignment and value network metrics have the potential to clearly communicate business value in terms that are meaningful to the business.
See how Quadrant can deliver a contingent labour solution that reduces risk, administration, and cost whilst maximising performance and retention of talent.
Here are the slides from my lightening talk on "Establishing Business Analysis Practice" delivered in BA Conference at Pune, organized by ThoughtWorks on 15th September 2012. In this presentation I cover the lifecycle of BA Practice, preparations necessary before you start a BA practice, what it takes to successfully operate a BA Practice and evolve it towards a consultancy service model.
About Me: My name is Vinay Pandey, and I work as Principal Business Analyst at e-Zest Solutions Ltd. For more information kindly visit my blog http://bab1e.blogspot.com
Presentation on "Benchmarking Genesis" by Basma A. Bargal during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
Bridge Knowle - Salary and Reward Structures (Training and Workshop)Kenny Ong
Identify and select Salary Structures that meets and
contributes to organization objectives across various functions
Know How to Benchmark & Match Roles in your
company’s salary structure
Know how to choose a Suitable Variable Pay Scheme and
examine their linkage to performance management
Identifying Challenges/Pitfalls in salary structures and
variable pay scheme
The Strategic Role of the Partner Development ManagerAmazon Consulting
As the solution provider's business model has evolved, it has required the role of the central partner-facing resource, namely the Channel Sales Manager, to change dramatically to accommodate and support the new partner models. But what is the channel manager profile that has the talent and acumen to handle this demand?
5. FM - The Customers Vision
“We constantly seek to improve, and
acknowledge that our suppliers play a major
part in that process, sharing the goal of
world class customer service.”
“We expect all our suppliers to strive for a high
standard of performance and be guided by a
similar set of values to our own”
“We will seek to foster a joint approach with
key suppliers…and will provide constructive
feedback”
6. FM – The Suppliers Vision
• “We focus on creating supportive
relationships with our clients that enable
the delivery of exceptional services
tailored to their needs.“
• “We will go the extra mile for our
customers and ensure the best results
possible by working in partnership with
clients”
• “We believe in proactive partnership, total
customer engagement and continuous
relationship management.”
7. FM – The Reality
• Confrontation
• Churn
• Mistrust
• Failure
8. What Customers really say...
“Generally the quality of outsourced staff is poor –
it’s a common perception in-house that these staff
would not find a permanent job in-house.
Frequently the management of the outsourcing
supplier keep information to themselves and take it
with them when they leave. They ignore reports of
poor performance leaving us to sort things out.”
9. What Suppliers really think…
“Customers are unreasonable, unfriendly and treat us
like dirt. They don’t want us to succeed at all. It’s like
they’re trying to trip us up all the time and they just
don’t understand the implications of some of the
things they ask for. Profit is a dirty word. They
wouldn’t dream of treating their own staff like they
expect me to treat mine.”
10. FM Partnerships
“We’ve had the same local contractor for the last
twelve years. We retender every two years and
they keep winning it. We couldn’t negotiate a
renewal with them… We don’t trust them that
much!”
11. The result
Division
Inefficiency
Conflict
Cost
Lost opportunity
Lack of innovation
Failure
12. Why?
• Past experience • Cost pressures
• Ignorance • Incompetence
• Familiarity • Lack of structure
• The FM profile • Hypocrisy
• Stagnant management
systems
13. Collaborate
Industry
Service
Suppliers
Providers
FM
Consultants Profession
Customers
16. Bsi PAS 11000
PAS 11000 the worlds first Collaborative relationship management standard
17. i PSL Formed in 1990 by DTI now BERR and the CBI
i Mandate to develop, share, promote best practice in
Business Relationship Management
i 1994 Latham Report
i 1998 Egan Report
i 1999 Vision 2010
i 2004 CRAFT programme launched
i 2005 BSI & PSL initiate development of standard
i 2006 BSI launch PAS 11000
i 2008 BSI initiates Corporate certification programme
i 2009 BSI certification pilot
i 2010 BS 11000
18. Bsi PAS 11000 – Collaborative Business Relationships
Prepare Partner
Awareness • Executive sponsor Working relationship • Governance
• Business objectives • Partnering charter
• Business case • Joint objectives
• Identify focus • Processes and plan
• Initial risk assessment • Joint risk management
• Key individuals • Measurement
Knowledge • Identify drivers Additional value creation • Define value
• Benchmark • Functional Improvement Teams (FIT)
• Knowledge map • Continuous improvement process
• Strategy • Innovation groups
• Risk management • Staff development
• Exit strategy • Future options
Plan Part
Internal assessment • Self assessment Staying together • Key Performance Indicators
• Constraints • Performance Monitoring
• Skills / Processes • Health checks
• Appoint a leader • Improvement plans
• Partner profile • Dispute management
• Action plan • Escalation
Partner selection • Assess partners Exit strategy • Set boundaries
• Strength analysis • Monitor change
• MAP assessment • Establish triggers
• Evaluate • Assess liabilities
• Select partner • Manage knowledge
• Joint objectives • Review future
19. Benefits of a framework standard
Collaborative Bsi PAS 11000 Public &
Private
Benchmark
Sector
•Better engagement
•Underpins effectiveness
•Stronger processes Consistent
Pan Industry
•Improved risk management Platform
•Neutral starting point
•Efficiency improvement
•Skills enhancement
•Sustainable relationships
Internal
Efficiency & Risk
Effectiveness Management
Resource Processes &
Development Systems
20. The Cost of Quality
£m
Lost Opportunity
Waste
The
Cost of
Failure
Failure Costs
Appraisal Costs
The
Cost of
Prevention Costs Quality
Time
21. FM and Partnering
• Cost of failure multi £ms
• Requires commitment and vision
• Bsi PAS 11000 a big opportunity
• Needs leadership