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Building partnerships for the future
ICW
– 25th
An
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Insight into
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Contents
Forewords by Board members
LordEvans............................................................................................................... 3
LesPyle................................................................................................................... 4
JohnCridland........................................................................................................... 5
MartinDonnelly........................................................................................................ 6
BarrySheerman....................................................................................................... 7
DawnMariott-Sims................................................................................................... 8
DouglasMcCormick.................................................................................................. 9
DavidHawkins........................................................................................................ 10
Editor’sIntroduction........................................................................................................... 11
Foundation Members
BSI–FrankLee........................................................................................................ 12 CarlaWhyte.......................................................................................................... 13
NetworkRail–MikePollard....................................................................................... 17 MikePollard&MatthewHannaway........................................................................ 22
EmcorUK–ChristopherKehoe.................................................................................. 25
BamNuttall–MalcolmStephen................................................................................. 29 PaulMcCracken................................................................................................... 31
Selex–TimMowat................................................................................................... 35
Capita–DawnMarriott-Sims..................................................................................... 37 TimSeabrook....................................................................................................... 38
Costain–TonyBlanch.............................................................................................. 43
Babcock–TimRedfern............................................................................................. 45
Atkins–JillClancy.................................................................................................... 46
LockheedMartin–StuartCrawford............................................................................ 48 UsiHaleem.......................................................................................................... 49
NATS–AdrianMiller................................................................................................. 53
WarwickBusinessSchool–NickChater...................................................................... 56
ExecutiveNetworkMemberLogos....................................................................................... 58
Collaboration and Thought Leadership
BS11000–Seefurtherandgofurther! MichelleMillington,AECOM....................................................................................... 59
Buildingasupplychainbasedonrelationships KeithGardner,Skanska............................................................................................ 63
CitiesUnlocked KirstyNecker,GuideDogs........................................................................................ 65
Reality,leadership,andcollaboration JohnJohns,USDepartmentofDefense.................................................................... 67
The Partner – May 2015 1
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Togetherwegrow DietmarHarteveld,Siemens..................................................................................... 71
Soyouwanttocollaborate–haveyougottherightlearningcultureandtechnology? DavidMasonandKatjaSchipperheijn,Frost&Sullivan............................................... 73
Buildingairtrafficmanagementsystemsthroughcollaboration–aEuropeansuccessstory RamonTàrrech,Indra............................................................................................. 76
Collaborationbringsbenefitstonucleardecommissioning SamanthaDancy,NDA............................................................................................. 78
CollaborativeworkingmethodsformanessentialpartofeverydaylifeatSweettGroup DouglasMcCormick,SweettGroup........................................................................... 81
Drivinginthesamedirection AndyDavison,Xchanging......................................................................................... 85
HelpingBritainprosper–collaboratively! JackieJenks,LloydsBank........................................................................................ 87
Collaborativeworkinginconstruction DonWard,ConstructingExcellence........................................................................... 88
Oneinto36doesgo.Eventually! CarolynWilliams,InstituteofRiskManagement......................................................... 89
Movingfromblackandwhitetothe“bestshadeofgrey” KathleenMolan,WarwickBusinessSchool,UniversityofWarwick............................... 90
Collaborativeleadership–anewpost-graduateopportunity PaulConnor,WarwickManufacturingGroup,Warwick................................................ 92
CollaborativeworkingisthestrategyforeconomicgrowthinWales JaneLynch,CardiffBusinessSchool,Cardiff RobertMeakes,ICW,Wales..................................................................................... 93
Areyouaware? SteveHolmes,RTTrainingSolutions......................................................................... 95
Collaborativeworkingonaglobalscale–aninnovativeapproach GarryGriffiths,RDC................................................................................................. 97
Realisingthebenefitsofsmartcitiessooner StephenBushell,MercatoSolutions.......................................................................... 99
Workingtogethertoprotectthoseinneed RichardHurley,CIFAS.............................................................................................. 102
Thinkingsmall–xP(extremepartnering) PhilRichardson....................................................................................................... 104
Reachingnewsummitsinpartnershippublishing BarryDavies,NewsdeskMedia................................................................................. 107
Patentinformaticsforcollaborationmanagement FrankTietzeandDavidProbert,InstituteforManufacturing,CambridgeUniversity....... 109
Commitment,consistencyandcapability DavidHawkins,ICW................................................................................................. 111
ICWLaunchNEWtraining&developmentprogramme.......................................................... IBC
2 The Partner – May 2015
ICW Board Members
Lord Evans
of Watford, Chairman
Les Pyle,
Chief Executive
Barry Sheerman MP
David Hawkins, ICW
Dawn Marriott-Sims Capita
Andy Scott, CBI
Charlotte Stilwell, BIS
Douglas McCormick, Sweett Group
Designed and printed by The Roman Group, Bournemouth
The Partner – May 2015 3
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Lord David Evans of Watford
Can collaboration cope with the cyber challenge?MyfirstinvolvementwiththeInstituteforCollaborativeWorking(PSLaswas)wasin2001whentheteampresentedtheirvisiontoaHouseofLordsworkingparty.Thevaluestheywerepromotingwereverymuchalignedtomybusinessexperience–investincollaborativebusinessrelationshipsandthecompetitiveadvantageswillemerge.ThisledtomejointheInstituteBoard,subsequentlytobecomeChairmanin2006.
TheInstitutehascomeaverylongwayovertheinterveningperiod.FromanorganisationthatwasalmostexclusivelyUKfocusedtheInstitutehasgrownintotoday’senterprise,widelyrecognisedasthepremiercollaborativeworkingthoughtleadernotonlyintheUKbutwithanincreasingInternationalreputation.ClearlytheInternationalaspectsoftheInstitute’sactivitieswillcontinuetogrowasthecollaborativeworkingstandard–BS11000evolvesintoISO11000(referredtofrequently
throughoutthispublication).ThearrivalofISO11000willgivetheInstitutetheopportunitytobuildaninternationalbusinessstream,someofitbyleveragingthestrongbusinessrelationshipithaswithmulti-nationalenterpriseswhoseUKoperationsaremembersoftheICWnetwork.TheInstitute’sgrowingbusinessrelationshipwiththePentagon(USDepartmentofDefense)isevidenceofthis,asitinvolvesanumberofimportantICWbusinessrelationshipsthatbeganwithUKactivities.
OneofthekeyrolesofaChairmanistohelptoidentifyimportantglobaldevelopmentswhereabusiness,inthiscaseCollaborativeWorking,hasanopportunitytomakeasignificantimpact.ManyobserversbelievethatCyberSecurity–almostunheardof10yearsago–isnowoneofthemostcriticalchallengesfacinginternationalbusinesses.Thereisagrowingnumberofcriminalorganisationsoperatingonaninternationalscalethatwouldseektoinflictharm/damageonlegitimatebusinessesforvariousreasons.Theseorganisationsarefrequentlywellfundedwhichleadstotheirmethodsbecomingincreasinglysophisticated.Tocombatthisgrowingthreat,internationalbusinessesmustthemselvesbecomeevermorevigilantandsophisticatedintheirsurveillance/protectionprocessesinwhatisanincreasinglycomplexsituation.Collaborativeworkingisattheheartofthisissue.Thecriminalswhoareintentonwealthdestructionareclearly“sharing”theirknowledgewithothers,withsimilartwistedobjectives,toestablishtheirownformofcompetitiveadvantage.Thisdemandsthatthosewhohavetheintelligence,toolsandtechniquestocounterthesethreatsmustsharetheirknowledgeforthegreatergood–inotherwordscollaborate.
TheInstituteheldaCollaborativeWorkingeventin2013onCyberSecurity,whichhighlightedtheadvancedapproachesbeingtakenbyanumberofourmajorbusinesspartners.SincethenthepositionhasdevelopedconsiderablybothforaggressorsandprotectorstothepointwhereIbelieveweneedtofigureouthowbesttogiveaddedmomentumtoCollaborativeWorkinginCyberSecurityacrossborders.SmartCitiesisaparticularlyimportantpriority–whereeffectivecybersecurityandcollaborativeworkingareessentialingredientstoachieveasafeandsuccessfuloutcome.
Lord David Evans – Chairman
4 The Partner – May 2015
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25 years and counting!WhenLordJosephformedwhatisnowtheInstituteforCollaborativeWorkingin1990hecouldnothaveenvisagedthat25yearslatertheUKwouldbeonthethresholdoflaunchingaglobalstandardforCollaborativeWorking(Partneringsic).HisvisionofastrongPartneringcultureasasourceofcompetitiveadvantageforUKPlchasevolvedtoofferthisadvantageworldwidetoallwhosubscribetotheprinciplesembodiedinthemethodology.IreferofcoursetoBS11000:thecollaborativebusinessrelationshipframeworkwhichwithinthenextyearorsowillbecomeISO11000.HenceaUKinitiativebecomesaglobalapproach–atributetothemanyUKbasedorganisationswhosegoodpractice,knowledgeandexperiencehavebeensharedthroughwhatisnowtheourExecutiveNetworkanddistilledtodeveloptheBS11000methodology.
25yearsandcounting–CollaborativeWorkinghascomealongwaybutthereremainsmuchworktodoforthemethodologytobefullyrecognisedasaprofessionalbusinessdisciplineandadoptedacrossallbusinesssectors(publicandprivate)andthroughoutthevariousvaluechainsfrombigplayerstosmallerparticipants.
InitiallytheInstitutefocusedalmostexclusivelyonknowledgesharingthroughtheExecutiveNetworkcommunity.Thisremainsanimportantaspectofouractivitieswithregularknowledgesharingeventsincreasinglyfeaturinginnovativeapproachestocollaborativeworking.Thegrowthininterestincollaborationhasledtoamoreformal,structuredapproachtomanagementofthewidercollaborativeworkingagenda,themostimportantinitiativebeingtheappointmentofaFoundationManagementBoardcomprisinganumberofcollaborativeworkingchampionswhocollectivelydrivethoughtleadershipandagreeinvestmentsinthesubject.
Skillsdevelopmentrepresentsamajorandgrowingareaofinvestmentwiththedevelopmentofspecificbusinessrelatedcollaborativeworkingtrainingprogrammesdeliveredinconjunctionwithacademia.Theindividualmembershipscheme,launchedattheHouseofLordslastyear,seekstocreateamoreinclusiveapproachtocollaborativeworking–animportantstepinraisingtheprofessionalstandingofcollaborativeworkingthroughawidespreadcollaborativeknowledgesharingcommunity.Theon-lineSelf-AssessmenttoolhasbeendevelopedtoraiseawarenessoftheprinciplesofBS11000andasawayofspreadingtheBS11000messageaswidelyaspossible.
Ourfirst20yearsorsofocusedprimarilyonUKbasedactivities.IncreasinglytheInstituteisbecomingactivelyinvolvedinaddressingInternationalcollaborativeissues.ThistrendisexpectedtoaccelerateasBS11000transformsintoISO11000.Inrecognitionofthisweareintheprocessofestablishingarms-lengthcollaborativeworkingknowledgesharingfociacrosstheworldthefirsttwobeingICWAfricaandICWCanada.
AnincreasingpartoftheInstitute’sroleistohelpclientsunderstandtheimportanceofcollaborativeworkingandtheprinciplesofBS11000–specificallyhowthiscanaddvaluetotheirownbusiness.Thisroleisprimarilyoneofknowledgetransfer(NOTconsultancy):ICWseekstohelporganisationstobecomeself-sufficientwithcollaborativeworkingunderstanding,capabilitiesandskills.
Myfinalpointistohighlighttheimportanceofbehaviour.Whilstsuccessfulcollaborativeworkingrequiresaneffectiveprocessitalsorequirestherightattitudeandbehaviourtodeliverthefullbenefit.Buildingawidespreadunderstandingoftherequiredcombinationofeffectiveprocessesandappropriatebehaviours,withthetoolstosupportthem,isakeyobjectiveasweembarkonthenext25yearsofourcollaborativeworkingjourney.
Les Pyle – Chief Executive
Les Pyle – ICW
The Partner – May 2015 5
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A joint journey and two special celebrations!25yearsagowhentheCBIandtheDTI,asitthenwas,launchedPartnershipSourcingthebusinessenvironmentlookedverydifferent.Interestrateswereat14%,inflationwasnudgingdoublefiguresandwewereonthevergeofrecession.Wefeltanewapproachtocustomer/supplierengagementwasneeded–notthealltoooftenadversarialrelationshipbutagenuinepartnershipwithbusinessbenefitstoallpartiesbasedonlongertermvalueformoneynotsimplylowestpricetoday.
Fromthoseearlydays,PartnershipSourcinghasevolvedtobecometodaytheInstituteforCollaborativeWorkingandthatnamechangeisparticularlypertinent.Yes,partnershipandcollaborationremainjustasimportantintheprocurementprocess,notleastwithincreasinglyglobalsupplychains,butcollaborativeworkinghasbecomesomuchmoreintoday’sinterrelatedbusinessworld.Itisjustasmuchaboutearlystagedesigncollaborationorjointserviceprovision.Itisinformalbusinesspartnershipsormorestructuredjointventures.Itisbusinesstobusiness,butequallyengagementwithacademiaandthethirdsector.Itisthepublicandprivatesectorworkingtogether.Anditisworkingpracticesandskills’sharingwithinorganisationsaswellasbetweenthem.Inshortitisthegluewhichholdstogetherasuccessfulorganisationandcangiveitrealcompetitiveedge.
AndtheICWishelpingtogetcollaborativeworkingembeddedinorganisationalpracticesnotjusthereintheUK.TheachievementofaBritishStandardforcollaborativeworkingwasabigstepforward,butthisprovidedthelaunchpadforseekingafullISOstandardwhichisnowverymuchontrack.Anditisgreattoseetheinternationalinterestthisisgenerating,establishingtheUKattheforefrontinthecollaborativeworkingspace.
TheCBIhasbeenpleasedtosupporttheICWonthisjourneyoverthelast25years.Ipaytributetoallthoseorganisationswhohaveembracedthecollaborativeworkingconceptsandencourageotherstofollowsuit.Iwouldalsoliketoacknowledgetheterrificworkofthesmallexecutiveteamwithoutwhoseenthusiasm,commitmentandsheerdeterminationnoneofthiswouldbepossible.
AstheCBIcelebratesitsownmilestonethisyear–our50thanniversary–IcongratulatetheICWinchampioningthecollaborativeworkingcausetheselast25years.Here’stothenext25!
John Cridland – Director General, CBI
John Cridland – CBI
6 The Partner – May 2015
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Martin Donnelly – BIS
BIS and ICW – still partnering 25 years on (and the rest!) IampleasedtosendmywarmcongratulationstotheInstituteforCollaborativeWorkingontheoccasionoftheir25thanniversary.WhenthethenDTI(nowBIS)andCBIbroughtaboutitsfirstincarnationin1990,asPartnershipSourcingLimited,theaimswereclear–tosupportbusinessesbypromotingapartnershipbasedapproachtotherelationshipbetweencustomerandsupplier.Alothaschangedinthelast25yearsbuttheimportanceofstrongpartnershipsandgenuinecollaborativeworkinghasnot.
Overthelast25years,theICWhasledthewayoncollaborativeworking.Atrulyuniqueorganisation–thefirst
ofitskindintheworld–theICWhasachievedanincredibleamountinthatrelativelyshortamountoftime.TheICWhascreatedarealbuzzaroundthewholeconceptofusingcollaborationinabusinesscontext.IthasestablishedstronglinkswithParliamentariansandhasattractedamembershipofUKcompaniesofallsizes.
ButICWisnotjustaboutspreadingthewordaboutcollaborativeworkingandsharinggoodpractice.In2006theICWlaunchedPAS11000,aCollaborativeWorkingframeworkandfouryearslateritbecameafullBritishStandard–BS11000–theworld’sfirstBritishStandardinrelationshipmanagement.Over100organisationshaveachievedBS11000certificationsinceitslaunch–afantasticachievement.Asaresultofstronginterestfromaroundtheworld,theICWisnowintheprocessoftakingthisgloballywithanInternationalStandard–ISO11000.Iamsurethenext25yearswillseeinternationalinterestandcommitmentgrow.
BothBISandICWhaveundergoneanumberofincarnationssincethosedistantdaysin1990butthosefoundingprinciplesremainandweareproudtobeapartnerofICWtoday.Ilookforwardtoourpartnershipcontinuingtoflourishasweembarkonthenext25years.
Martin Donnelly – Permanent Secretary, Department for Business, Innovation and Skills
The Partner – May 2015 7
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Collaboration – onwards and upwards!HavingbeenontheICWMainBoard(previouslyPSL)forapproaching20yearsIamdelightedtowritethisforewordforthisveryspecialeditionofthePartnertomarkICW’s25thanniversary.CollaborationhascomealongwaycomesincethestartwhenitwasestablishedtotakeforwardthethenUKGovernment’spartneringinitiativetopromotethecompetitiveadvantageofapartneringapproachtobusinessthroughouttheUKpublicandprivatesectors.
Sincethen,withtheaidofthestructuredapproachadvocatedinBS11000,acollaborativeapproachtobusinesshasbecomewidelyrecognisedasakeytoeffectivebusinessperformancewhichisvitalinordertoachieveasustainableanddynamicindustrialsectorinthisfast-movingtechnologicalworld.
AsChairmanofthepublicpolicygroupPolicyConnect(along-standingICWExecutiveNetworkMember)Iamactivelyinvolvedwiththe‘ExportedbyBritainCampaign’.This
excitingcampaignpresentsanopportunityfortheUKtochallengethemyththatwenolongerexportsignificantlytotherestoftheworld.Long-heldmythscanonlybedemolishedbysoundargumentbasedonfactualinformation,andthecampaignwillaskeveryMPtonominateproductsthatareexportedfromthemanufacturingandcreativeindustrieswithintheirconstituencies.TheintentionistohighlightforthefirsttimethediversityandprevalenceofexportingacrosstheUK.
ThecampaignwillencourageMPstoengagedirectlywiththeseindustriestogettoknowandunderstandmoreabouttheirchallengesandtheirsuccessesbothtostimulateandencouragethemtomaximisetheirfuturepotential.
Fundamentaltoasuccessfulexportprogrammeistohavehighlyskilledpeopledeliveringtheproductorservice–thesearenotjusttechnicalskillsbutalsothe‘softer’skillssuchascommunication,collaboration,adaptability,andinnovation.Bringingtheseskillstogetherinafocusedandmotivatedteamisthebestrecipeforsuccess.
Inordertoachievethisitisimportantthatindividualshaveappropriatecontinuingtraininganddevelopmentaspartoftheirundergraduatetraining,throughpost-graduateexperienceandthroughskillsdevelopmentprogrammeswithintheorganisationsinwhichtheyareemployed.
ICWhastakentheleadinrecognisingcollaborativeworkingasafundamentalbusinessdisciplinerequiringrelevanttrainingandskilldevelopmentofferings.Inordertodevelopthisweareworkingwithseveralacademicorganisationswiththegoalofhaving‘CollaborativeWorking’incorporatedwithinvariousBusinesscourses.MostrecentlytheInstitutehaslaunchedanMScelectivemoduleforCollaborativeLeadershipwithWarwickUniversity–thisisclearlyamostimportantinitiative.Watchthisspace!
IwishICWallthebestforthenext25years–onwardsandupwards!
Barry Sheerman MP – Board Member
Barry Sheerman
8 The Partner – May 2015
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Our journey with O2LastyearIwroteaboutoneofCapita’snewestcollaboration:ajointventurewiththeCabinetOffice,Axelos.ButthisyearI’dliketofocusononeofouroldestandmostenduringcollaborations:partneringwithO2.
Itbeganbackin1992whenCapitaandO2signedacontracttosupportalaunchintotheconsumermobilephonemarket.Theoperationwentlivewithjust40membersofstaffandnowemploysmorethan4,000peopleacrossYorkshire,ScotlandandNorthWestEngland.Now,in2015,CapitaisoneoftheUK’sleadingprovidersofcustomermanagementservices,handlingover100millioncustomercontactsanddeliveringservicesfor35clients,includingO2.
O2’soverridingaimistoremainnumberoneforcustomerservice–soourvisionforthecollaborationistogivethemexactlythat:thebest
customerserviceinthemobilesector.O2assessesthepartnershipagainstanumberofdifferentcriteriaacrosskeyareas–andCapitacurrentlyratesnumberoneagainstothersuppliers.
Recognitionofqualitycomesfromindependentobserverstoo.In2012,theCapitaandO2smallbusinessawardteamwerehighlycommendedattheCustomerContactAssociation(CCA)GlobalExcellenceAwardsandin2014wonBestOutsourcingPartnership.
AndourcollaborationwithO2goeswaybeyondthecommercial–we’realsokeentosupporttheminmeetingtheircorporateresponsibilityaims.In2012weworkedwiththemontwo‘ThinkBig’initiativestohelpimprovethelivesofchildreninthelocalcommunity,oneatSwintonFitzwilliamPrimarySchool–transformingtheoutdoorspace–andtheotherattheBrookfield’sChildren’sCentre.Bothprojectswereasuccessand,followingtheworkwecarriedoutattheprimaryschool,theyweresuccessfulinsecuringapartnershipaward,throughthehealthyschoolsteaminRotherham.
Alotoflipserviceisgiventothephrase‘partnering’anditis,sometimes,inaccuratelyusedtorefertotraditionalsupplier-buyerrelationships.ButourworkwithO2embracesboththepracticalaspectsandthetruespiritoftheword–withbothpartiesworkingtogethertoourcommonbenefitand,importantly,tothebenefitofthewiderO2community.
Dawn Marriott-Sims – Board Member
Dawn Marriott-Sims – Capita
The Partner – May 2015 9
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Douglas McCormick – Sweett Group
Industrial partnerships – taking collaboration to the next levelThelastyearhasbeenatimeofconsiderableprofessionalchangeforme.Onthe2ndMarchItookupthepositionofChiefExecutiveatSweettGroup,anindependentproviderofprofessionalservicesfortheconstructionandmanagementofbuildingandinfrastructureprojects.SweettGroupprovidesquantitysurveying,projectmanagementandawholerangeofspecialistandadvisoryservices.
AtSweettGroupcollaborativeworkingmethodsareanessentialpartofeverydaylifewhencreatingsolutionsforsuccessfulprojectdelivery.LateryouwillreadtwointerestingcasestudieswhereSweettGroupappliescollaborativeworkingphilosophiesthroughoutthebusinessandspecificallythroughitsprojectdeliverybehaviours.
AsmostofyouareawareIamaCommissionerfortheUKCommissionforEmploymentandSkills(UKCES).
UKCESisapublicly-funded,industry-ledorganisationthatprovidesguidanceonskillsandemploymentissues.I’moneof30Commissioners,representinglargeandsmallemployers,tradeunionsandeducationalistsfromallovertheUK.Whatweshareisabeliefthatitisthetalentsandskillsofpeoplethatcreatecompetitivebusinessesandsuccessfuleconomies.Uniquely,UKCEScombineslabourmarketintelligenceandemployerleadershiptogalvaniseeffectivecollaborativeactioninstrategicallyimportantindustriestosetstandards,shapeandqualityassureworldclassapprenticeshipsandothertrainingandtacklepressingemploymentandskillschallenges.Thatinitselfisaprettymajorpieceofcollaborativeworking,buttheprojectswithwhichweareinvolvedtakeworkingcollaborativelytoanewlevel.
Take,forexample,thenewindustrialpartnershipswhichhavebeenestablishedineightsectors.SupportedbyUKCES,eachpartnershipbringstogetheremployersacrossanindustrysectortoleadthedevelopmentofskills,withafocusongrowthandcompetitiveness.Therearecurrentlyeightpartnershipscoveringtheaerospace,automotive,creative,nuclear,digital,energy&efficiency,scienceandtunnelling(construction)industries.
Eachindustrialpartnershipischairedbyamajoremployerandisaplatformforbusinessesofallshapesandsizesinthesectortodefineandinfluenceskillspriorities.Whiletheshapeandscopeofeachpartnershipisdefinedbyitsemployers,allpartnershipsshareacommitmenttotacklingskillsshortages,testinginnovativetrainingsolutionswiththeirsector,andovercomingtheskillsshortagesthathaverestrainedwholesectorsfromachievingtheirpotential.TheyaresupportedbyTradeUnions,tradeandprofessionalbodiesandSectorSkillsCouncils.
Throughcollaborativeactiontheyaimtoimprovetheskillsandemployabilityoftheircurrentandfutureworkforce,andindoingsoincreaseproductivity,buildtheircapacitytoinnovate,andstrengthentheirworldclassposition.Whereanindustrialstrategyisalreadyinplaceforasectortherelevantpartnershipsprioritiesarealigned.
TheseeightpartnershipsarefundeduptoMarch2017throughaco-investmentmodel,withthegovernmentinvesting£131millionthroughitsEmployerOwnershipPilotfund.Governmentinvestmentismatchedbycashandin-kindfromtheemployers,creatingatotalfundof£354million.Inotherwords,forevery£1ofgovernmentinvestment,businessesareinvesting£1.70.
UKCEShassupportedthepartnershipsthroughtheirearlystagedevelopmentandcontinuestoworkwiththemastheydefinetheirlongtermstrategies.Andme?I’mlookingforwardtoseeingtheseexamplesoftruecollaborativeworkinginaction.
Douglas McCormick – Board Member
10 The Partner – May 2015
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A time to reflect but also to be bold and push onwardAnniversariesarefrequentlyatimewhenwetaketheopportunitytolookbackandindeedforICWthereisalottotakepridefromwhathasbeenachievedinour25years.CheckingtherearviewmirrorIdoubtanyofthosewhocametogetherbackin1990wouldrecognisewherewearetoday.TobehonestsinceIjoinedin1995theprofileoftheInstitutecouldnotbemoredifferent.Backthenwehad30steeringgroupmembers,mostofwhomhavemovedon,solookingattoday’s90ExecutiveNetworkmembersclearlythedesiretoadoptandpromotecollaborationgrowsunabated.
IthasbeenperhapsourmostdynamicyearyetwiththelaunchoftheIndividualMembershipSchemeandour
increasedfocusonskillsdevelopment,includingthepilotoftheCollaborativeLeadershipMScmodulewithWMG(WarwickUniversity),thelaunchofamajorresearchprojectthroughWarwickUniversitywhichwillculminateinpublicationlaterthisyearandourCollaborativeAwardswhichwillbeheldinNovemberthisyear.ActivityintheUKcontinuestogrowastherecognitionofthebenefitsofcollaborativeworkingopensdoorsinnewsectorsofindustry.ThegrowingnumberofcompaniesnowcertifiedtoBS11000isacleardemonstrationthatboththeprivateandpublicsectorsarerecognisingthebenefitsofthestructuredapproachlaunchedbackin2004.
Atthesametimeourreachinternationallygrows,stretchingfromtheAmericastoAustralasia,andparticularlyourfriendsinWashington.NodoubtmuchofthisisinpartdrivenbythedevelopmentofISO11000,wheretheUKleadsthewaythroughBSIandICW,remainsontrackwiththetargetoflate2016stillinoursights.Thechallengenowistomaintainthemomentumandbuildontheknowledgeandexperiencegainedtodate.
AswehavegrownintheUKsointerestincreaseswithinlocalcommunities.OureffortsthroughICW-WalesarebeginningtobearfruitpromptingtheembryoofICW-Scotlandwhichwehopewillbecomefullyactivelaterthisyear.FurtherafieldICW-AfricaiswellonitswaytoestablishingitscommunityalongwithnewlyestablishedICW-Canada.EachfollowstheethosofcreatingaknowledgesharingcommunityofbestpracticeandlinkswithandbuildsonthefoundationswehavelaidintheUK.
TheysayyoushouldbecarefulwhatyouwishforbutonapersonallevelIcouldnotbemoresatisfiedwiththeprogresswehavemadeandmythankstotheFoundationMembers,theExecutiveNetworkandtheICWcoreteamofAssociates,withoutwhosesupportmywishmighthavebecomeanightmare.
AsIsaidanniversariesmaybeatimeforreflectionbutwearefocusedonthefutureandthereisstillmuchwecanandwanttodo-soonwardandupwardstowardsour30yearsandmore‘PearlsofWisdom’tobeshared!
David Hawkins, Knowledge Architect and Operations Director
David Hawkins
The Partner – May 2015 11
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Introduction by the Editor – Nicky Painter
HowexcitingtobetheEditorofthisspecialcommemorativeissueofthePartnertomarkICW’ssilveranniversary!ThisisagreatachievementtowhichmanyofyouhavereferredinyourarticlesandIaddmyowncongratulations.
Well,wegaveyouaprettyfreehandwiththePartnerthisyearandI’mpleasedtosaythatwehavefinishedupwithagroupofinterestinganddisparatearticlestoreflectthis.
YouwillhavereadtheMainBoardForewordsbythetimeyougettothispageandwillnotethattherehavebeenafewchanges.First,LordTonyBerkeleyhaslefttheBoardafterfifteenyears.Itissadtoseehimgoandhissupportovertheyearshasbeenmuchvalued.Second,youwillseethatDouglasMcCormickhasleftAtkinsandmovedtoSweettGroup.He
remainsaMainBoardMemberandhascontributedaveryinterestingarticleinhisnewincarnationwhichincludestwoinformativeCaseStudies(P.81).
We’rehonouredthat–tomarkthisspecialoccasion–theCBIandBISForewordshavebeenwrittenbyDirectorGeneralJohnCridlandandPermanentSecretaryMartinDonnellyrespectively.Thesewere,ofcourse,ourfounderorganisationsbackin1990anditisgreattogetcommendationsatsuchseniorlevels.
TherehavebeensomeManagementBoardchangestooasyouwillseefromthelogosbelowandthefollowingpages.WeareverypleasedtowelcomeanewFoundationMember,BabcockInternational,representedbyTimRedfern.Hisarticleonpage45focusesonBabcock’sworkcollaboratingwithMOD.ButwearesorrytosayfarewelltoPERA,notleastbecausetheyhavehostedourCollaborativeLeaders’courseforthelastfouryears.ThistaskisnowbeingtakenonbyWarwickBusinessSchoolwhoarealsosupportinguswithdevelopingandpromotinggraduateandundergraduateeducationincollaborativeworking.
Animportantnewinitiative–introducedtocoincidewithourspecialyear–isthesettingupoftheICWAwardsSchemewhichrecognisesexcellenceincollaborativeworkinginanumberofcategories.YoucanreadmoreinDaveHawkins’articleonpage111(andonourwebsite).NB Nominations need to be received by the end of May – so don’t hang about!AlsoreadaboutournewTrainingandDevelopmentprogramme(insidebackcover)beingmanagedbyICWAssociateJohnOsborne.
OurongoingIndividual Membership Scheme,introducedthistimelastyear,isgoingreallywellandisnowmanagedbyICWAssociateCliveWinkler.
Returningto‘ThePartner’,Iwouldlike,asever,tosayahuge‘thank-you’toAndyCrouchoftheRomanGroup–ourkind,tolerantandforbearinggraphicdesigner.HowheputsupwithmewithsuchgoodhumourandpatienceIhavenoidea!
Andlast–butbynomeansleast–I’dliketothankeveryonewhohascontributedtothisyear’sedition–andputupwithmyconstantnaggingaboutdeadlineswithsuchgoodgraceandhumour!IwishyouallamostsuccessfulyearandhopetomeetmanyofyouatoneofICW’snetworkingevents.
nicky.painter@virgin.net
In business, as in other walks of life, teamwork can pay real dividends. Companies that work together can often achieve much more than they can achieve alone.
Avoid the pitfalls of partnership working by investing in BS 11000 collaborative business relationships.
Collaborative working can be great for business. It gives you access to more services, more opportunities
to win business and the resources to compete for bigger contracts. BS 11000 shows you how to eliminate
the known pitfalls of poor communication. It also defines roles and responsibilities and supports collaborative
decision-making – making your partnerships all the more valuable to your business.
Whether you’re new to BS 11000 or want to take your expertise further, we have the right training courses,
resources and services. We offer packages that can be customized to your business to jumpstart your
collaborative relationships and BSI’s BS 11000 products and services can be designed to remove the
complexity of getting you where you want to be, whatever your starting point.
Building better partnerships together
To find out how much BS 11000 certification will cost your business or for more information about our assessment and certification solutions visit bsigroup.com or call a BSI advisor +44 845 080 9000
2013
WB11811_BSI Partner Mag A4 advert_AW.indd 1 14/03/2013 12:19
ICW Foundation Members
12 The Partner – May 2015
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Collaboration Across Cultures WhenIbecameinvolvedincollaborativerelationshipsbackwhenPAS11000wasfirstdeveloped,Ihadthepreconceptionthatitwouldworkbestbetweenorganisationswithsimilarinternalcultures.Ibelievedthathavingthesameviews,ideasandbehaviourswouldleadtoamoresuccessfuloutcomeofanycollaborativepartnership.
Andcertainly,overthepastfewyears,wehaveseenanumberofbarrierstocollaborationcausedbyculture,evidencedinbothcharacteristicandbehaviouraldifferencesandalsogeographical.
Butwhatwehaveseenmorerecentlyishowthevalueofcollaborativeworkinghasovercomethosebarriersandflourishedacrossandbetweendifferent
cultures.Businessesfromdifferentcountriesarecollaborating,asaregroupsfromdiversesectorsandverydifferenttypesoforganizationshavedemonstratedrealsuccessworkingtogether–industryandacademiaforexample.
Onethingtheyhaveallhadincommonisexcellentandthoroughpartnerselectionprocesseswhichhavebeendesignedtobreak down barriers.Thesehaveincludedworkshopsandteambuildingexercisesattheconceptionstage.Thiskindofactivityprovesinvaluableinhelpinggroupstoshareandembracetheexperienceofdevelopingacollaborativerelationship.
Whendiscussingcollaborationandtheexposureoftheapproachwithindividuals,discussionsquicklyturntocollaborativeworkshopsandtheexperiencesofteambuildingatanearlystageintheprocessandhowithelpedtobringthemonthejourney.
Butwhenplanningtheseworkshopsit’simportanttoconsidertheidentificationofdifferentsocialstylesandmethodsofcommunication.Youcanthentailortheactivitiesandgroupsinvolvedtocreateanenvironmentwherepersonalstylesareunderstoodandissuescanbeidentifiedthatmightimpairthedynamicsoftheteamgoingforward.
Astherelationshipprogresses,thebehavioursofindividualsshouldbecontinuallymonitored.Thisinsightcanenlightenthemanagementteamandhelpshapetheoverallapproachtocommunicationwithintherelationship.Thisisnotalwaysaneasyprocessanddifficultchoicesmayneedtobemaderegardingteamconstructioniftherelationshipistoreachitsfullpotential.
Thereisaclearadvantagetothisprocessbeingappliedatsuchanearlystageintheformationoftherelationship.Forexample,itcanhelptoensurethatallthoseinvolvedhaveaclearunderstandingofthepotentialbenefitsofworkingcollaborativelyandhelptosecuretheirbuy-inandcommitmentfromtheoutset.
Oncethefirmfoundationsforacollaborativeapproachareinplace,it’samazinghowdifferentculturescanbeseentocomplementoneanother,bringinganextradepthtotherelationshipandoftenhelpingthoseinvolvedtorealizeunexpectedbenefits.
Thiscanbeseenwithinmotorsport.TherequirementsofaFormula1cardesignertoworkincollaborationwiththeenginesuppliers,electronicssystemsandgearboxmanufacturersprovidesachallenge,howeverwithclearcommunicationmanybusinessandgeographicalculturesarecombinedtocreateacompetitivesolution.
Thissameapproachisutilisedinindustry.TaketheAirbusA380asanexample:thiswasassembledinToulouse,FrancewithcomponentsmanufacturedfromtheUnitedKingdom,Germany,FranceandSpain.Oncetheassemblyhadbeencompleted,theA380’swereflowntoHamburgforinternalfittingsandfinishing–atruecollaborationwithchallengesacrosscultures,bothbusinessandgeographicalhasdeliveredover150‘planessince2007.
It’scleartomethatworkingcollaborativelybringsenormousbenefitsandvaluetothosewhoembraceit.BS11000providestheframeworktoalloworganisationstoestablishsystemsandpracticesthatsupportthecreationofsuccessfulcollaborativepartnerships.Processesareimportant,proceduresarehelpfulbutpeoplearekey–andregardlessofourbackgroundsorourdiversity,wecanallworktogethertobuildmutuallybeneficialrelationships.
frank.lee@bsigroup.com
Frank Lee
In business, as in other walks of life, teamwork can pay real dividends. Companies that work together can often achieve much more than they can achieve alone.
Avoid the pitfalls of partnership working by investing in BS 11000 collaborative business relationships.
Collaborative working can be great for business. It gives you access to more services, more opportunities
to win business and the resources to compete for bigger contracts. BS 11000 shows you how to eliminate
the known pitfalls of poor communication. It also defines roles and responsibilities and supports collaborative
decision-making – making your partnerships all the more valuable to your business.
Whether you’re new to BS 11000 or want to take your expertise further, we have the right training courses,
resources and services. We offer packages that can be customized to your business to jumpstart your
collaborative relationships and BSI’s BS 11000 products and services can be designed to remove the
complexity of getting you where you want to be, whatever your starting point.
Building better partnerships together
To find out how much BS 11000 certification will cost your business or for more information about our assessment and certification solutions visit bsigroup.com or call a BSI advisor +44 845 080 9000
2013
WB11811_BSI Partner Mag A4 advert_AW.indd 1 14/03/2013 12:19
The Partner – May 2015 13
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Carla Whyte, BSI
It’sbeenanothergreatyearforBS11000andcollaborativeworkingrelationshipsatBSI.Mid-year2014weweredelightedtobethefirstorganizationtobeofficiallyrecognisedbytheICW’sBS11000certificationvalidationscheme.AsbothaUKASandANABaccreditedbusiness,wesharetheICW’sdesireforacredibleandconsistentapproachtoassessmentforBS11000andwerekeentogetinvolvedwhentheschemewaslaunchedlastMay.
ThedevelopmentoftheInternationalstandardhasmadegoodprogressinthelast12monthswithFinlandjoiningtheworkinggroupmostrecently.ThenextWorkingGroupmeetingtakesplaceinKualaLumpurinApril–it’shopedthatthelocationwillencourageparticipationfromAsiancountriesinordertoprovidebalancedinternationalrepresentation.Publicationofthenewstandardisontrackfortheendof2016.
We’reverypleasedtoreportthatinterestincertificationtoBS11000continuestogrow.We’venoticedanincreasedinterestfromSMEsinthepast12months,particularlyinthoseindustrieswhowereearlyadoptersofBS11000andwheretherehasbeengreaterexposuretothebenefitsofcollaboration.Thisistestamenttothesupportandcommitmentofindustryleaderswhoarekeentoseethebenefitsofcollaborationrealisedthroughoutthesupplychain.
An evolutionLastyearwetalkedabouttheevolutionofcollaborativeworkingandashiftinfocusfororganizationsfromprojectsorindividualrelationships,toamorestrategicapproachtopartnershipsandtheresultinglongertermbenefits.It’sreallyencouragingtolookbacktodayandseehowfarindustryhascomeinthe4yearssinceBS11000wasfirstpublishedattheendof2010.
Whilstit’struethatthemaindriverforcertificationstillseemstobethatorganizationsfeeltheyneedtohaveit,astheStandardmatures,businessesarebeginningtorealisethefullbreadthandpotentialvaluetoacollaborationbuiltaroundaprovenframework.Indeedthevalueofcreatingalliancesasastrategyforsupportingsustainablebusiness
seemstobefindingitswaymorefrequentlytotheboardagenda.
Thebarrierstocollaboration,includingculturaldifferencesandgeographicalchallenges,arebeingovercomeandsuccessstoriesarewidespreadamongstthosesectorsthatembracedBS11000earlyon.
Ourcustomerstellusthatcollaborativerelationshipsareexceedingtheirexpectationswithmanyofthelongertermbenefitsnowstartingtocometofruition.Businessesthatinitiallybenefittedfromsharingtherisksassociatedwiththedeliveryofprojectsarenowseeingtheadditional,positiveeffectsofbroadeningtheirknowledgepool,sharingideasandfindingefficienciesinnewwaysofworking.
Thisappearstobeapparentinorganizationsofalltypesandsizes.SMEshaveadoptedandimplementedprocessesandworkingpracticesfromlargerpartnerorganizationsandthoselargerbusinessesareseeingthebenefitsoftheflexibility/agilityofsmallerorganizations.
WhilstmanyorganizationsareabletorelatedirectandspecificcostandresourcesavingstoBS11000certification,wehaveseenthatsignificantvalueliesoutsideofthosemoreobviouslytangiblebenefits.Forexample,oneBSIcustomerhighlightedtheevolutionofanideafromacollaborativepartnershipthathasgoneontohaveasignificantandlongertermimpactontheircarbonfootprint.Thiswillcontinuetodeliverformanyyearstocome.
Another,hasdrivenculturalchangeslearntthroughtheBS11000frameworkacrosstheirbusiness,creatingamorestreamlinedandeffectivewayofworkingandamoremotivatedworkforce.Someorganizationsaremakingcollaborativeskillsarequirementatthepointofrecruitmentandembeddingthemalsointopersonaldevelopmentprogrammes.
KeytounderstandingthefullbenefitsofBS11000certificationismeasuringandtracking.Thisbeginswithunderstandingyourownneedsandexpectationsforyourcollaborativepartnership.Taketimetothinkabouthowyoucanoptimisethe
BS 11000 – a tool to support building a sustainable business
14 The Partner – May 2015
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valuefromyoumanagementsystemandconsiderthefullpotentialimpactofadoptingthis‘people-based’standardacrossyourbusiness.Makesureyoudocumentyourthoughtssothatyoucantrackandmeasureprogressfromtheoutset.
WeweredelightedthatthePartneringSupportGroupteamfromtheMoDjoinedustorunaworkshoponbenefitstrackingearlierthisyear.Theyfacilitatedacomprehensivediscussiontomeasurementandtrackingwhichincludedcapturinginnovations,costingbenefits,rewardandrecognitionandbenefitstrackingmodels.It’sclearthatthosewithastrategicapproachtoidentifyingallpossiblebenefitsandopportunitiesfromday1arefarmorelikelytorealisethefullpotentialoftheircollaborativerelationships.
Looking aheadImentionedearlierthatcollaborativerelationshipsaremakingamoreregularappearanceontheboardagenda.Onereasonforthiscouldbethenumberofhighprofilebusinesscontinuityincidentscoveredbythemedialastyearmeaningthreatanalysisandpreventionplanninghasneverbeenmorecritical.
Riskstothesupplychainhavebeenidentifiedasthefastestgrowingconcernforbusinesscontinuityprofessionalsglobally1andorganizationsarestartingtoappreciatethevalueofrelationshipstosupportsustainablebusinesspractice.WehavealsoexperiencedagrowinginterestinBSI’sSupplyChainSolutionswhichsuggeststhatincreasingattentionisbeinggiventosuppliersandpartnersthatarecriticaltobusinesscontinuity.
Thisisn’tnewandmanybusinesseshaveformedlongterm,strategiccustomer/supplierrelationshipsforyears,asamatterofgoodpractice.Whatwe
arehearingisthattheremaybeanewdrivetoformalisethoserelationships–thismayalsoimpactthepartnerselectionprocesswithorganizationskeentounderstandthepotentialrisksmorefully.
Geographicallocationisagoodexample,withnaturaldisasters,economicandpoliticalinstabilityallpossiblethreatstocontinuityofsupply.
Thisreinforcesthevalueofcollaborativebusinessrelationshipsatastrategiclevel,forfutureproofingandsupportingbusinesscontinuity.
Looking forward to 2015WecontinuetobeexcitedaboutthegrowthofBS11000asitsbenefitsaredemonstratedtimeandtimeagain.Wehavenearly120partnersnowcertifiedorinapplicationandwearelearningfromeverypartnershipasnotwoarethesame.
AsthedevelopmentofISO11000progresses,weareanticipatinggreaterinterestfromoverseasandcanonlyimaginethepossibilitiesforthis‘futurepotential’standard.
Alittleclosertohome,wearedelightedtobesponsoringthefirstICWCollaborativeAwardstakingplacethisyearwithapresentationeventattheHouseofLordsinNovemberandarelookingforwardtoseeingmanyofourcustomersinvolved.
TotalkaboutcertifyingtoBS11000,ortofindouthowBSI’sSupplyChainSolutionscanhelpyoutoanalysetherisksinyoursupplychain,calluson08450809000.
1BCIHorizonScanResearch2015producedinassociationwithBSI.
Carla.Whyte@bsigroup.com
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In business, as in other walks of life, teamwork can pay real dividends. Companies that work together can often achieve much more than they can achieve alone.
Make the most of your partnerships by investing in BS 11000
collaborative business relationships. Collaborative working can
be great for business. It gives you access to more services, more
opportunities to win business and the resources to compete for
bigger contacts. BS 11000 provides a common structure and
language for businesses looking to collaborate. It defines roles and
responsibilities and facilitates share of information, costs, resources,
skills and risk, reducing delays and leading to the best business
outcomes for all involved.
Whether you’re new to BS 11000 or want to take your expertise
further, we have the right training courses, resources and services.
We offer packages that can be customized to your business to
jumpstart your collaborative relationships and BSI’s BS 11000
products and services can be designed to remove the complexity of
getting you where you want to be, whatever your starting point.
To find out more about BS 11000
assessment, training and certification
solutions from BSI, visit bsigroup.com or
call a BSI advisor +44 845 080 9000.
Building partnerships for the future
16 The Partner – May 2015
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OR
DS
Making Collaboration Work• Leveraging value creation to deliver the £38bn CP5 determination
• Managing the risk of collaborative working
Awareness
Stay
ing
Toge
ther
Working Together
Visions, valuesleadership &
objectives
Exit Stra
tegy
Disengagement
triggers
&
process
ManagementSystems &processes
Value Creation
Continual
improvement
processes Capability,
roles
& resp
onsibilit
ies
Knowledge
Strategy, outcomes
& implementation
plan
Internal Assessment
Partner S
election
Policies, peopleskills &
collaborativematurity
Team management,monitoring,
measurement &behaviours
BS 11000CollaborativeRelationship
Management
• Reading (IMP 1&2 Packages) • Reading Station
• Crossrail – South East Section Project • London Bridge Area Partnering Programme
• East Kent Resignalling Phase 2 • Southern CP5 Frameworks
Certificate of RegistrationCOLLABORATIVE BUSINESS RELATIONSHIPS - BS 11000:2010
This is to certify that: Network Rail Infrastructure LtdInfrastructure Projects UnitKings Place90 York WayLondonN1 9AGUnited Kingdom
Holds Certificate Number: CBR 582323
and operates Collaborative Business Relationships which comply with the requirements of BS 11000:2010 for thefollowing scope:
The Management System for those supplier relationships identified and managedwithin the Collaborative Relationship Programme.
For and on behalf of BSI:Gary Fenton, Chair, Certification Body Management Committee
Originally registered: 28/03/2012 Latest Issue: 07/11/2013 Expiry Date: 28/03/2015
Page: 1 of 1
This certificate was issued electronically and remains the property of BSI and is bound by the conditions of contract.An electronic certificate can be authenticated online.Printed copies can be validated at www.bsigroup.com/ClientDirectory
Information and Contact: BSI, Kitemark Court, Davy Avenue, Knowlhill, Milton Keynes MK5 8PP. Tel: + 44 845 080 9000BSI Assurance UK Limited, registered in England under number 7805321 at 389 Chiswick High Road, London W4 4AL, UK.A Member of the BSI Group of Companies.
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Mike Pollard
Collaboration: prevention or cure?
It’sbeenmyabsolutepleasuretoworkwiththeInstituteforCollaborativeWorking(ICW),inits25thyearofoperationsincebeingfounded(asPSL)in1990.Inaseparatearticleinthiseditionofthe‘Partner’ItrackNetworkRail’scontinuedjourneyalongthecollaborationpathway.Formeit’sbeenachallengingyearasweendeavouredtoclearlydefineandsegmentourrelationships.Whereacollaborativecontractingstrategywasselected
ourhopewasthatthiswayofworkingwouldbemorefamiliarforourprojectteamsandpartnersthanitprovedtobe.Ourre-certificationjourneyshowedmethatwewerenotasfardownthepathasIthoughtwewere.Thereremainsalotofworkstilltodo.
AtarecentMajorProjectsAssociationeveningdebate,MartinArter(aProgrammeDevelopmentDirectorforNetworkRail)commented“Whenantibioticswerefirstusedtheyhadanenormousandimmediatepositiveimpactonhealth.Vaccinationdidnothavesuchalargeandobviousimpactonhealthasantibiotics.However,some200yearslaterithaseradicatedsmallpoxcompletely.Vaccinationworksbyaggressivelytreatingeveryoutbreakofdiseaseanddevelopingaherdimmunity.Byaddressingeach‘outbreak’ofnon-collaborativebehaviourandmakingcollaborationthenorm,managers“vaccinate”theirteamsandleadtheculturenecessaryforcollaborationtothrive.”
Inanypioneeringresearchyouneed‘thoughtleaders’whocaninvestthetimeandefforttoresearchandpromotedifferentapproaches.Sowhenmovingfromleechestovaccination,youneed‘experts’tochampionthewayforwardandprovidesupportandreassuranceforthosewhoarecommittedtochanging.ThisistheroleofICW,whohavedevelopedavaccinationagainstopportunitylossandasilomentality.Theycontinuetosearchoutwaystoimprovetheirtreatmentaswellasexpandingitsreachinternationally.
It’sbeenabusyyearfortheInstituteastheydriveforwardtheISO11000standardandcementtheirpositionascustodiantotheprinciplesofcollaborativeworkingthroughitsmembership.AnimportantdevelopmentinthisregardwasfortheInstitutetorecognisethosebodieswhocertifyorganisationsworkingtoBS11000,toensuretheywillrigorouslyandconsistentlymeasurecompliancetothebestpracticepromotedbytheStandard.ThiswillsafeguardnotonlytheStandardandtheorganisationswhohavecertified,butalsothosewhorelyonsuchqualificationasameasureofhighcollaborativecredentials.
TheInstitutenowrecognisesthetalentandcompetenceofindividualsthroughtheirmembershipscheme.AlsointhiseditionanAwardSchemeisannouncedsoindividualandorganisationcollaborativeexcellencecanberecognisedandcelebrated.
SowhenfacedwiththecontinuedchallengeofnurturingandleadingthecultureandbehaviourchangenecessaryforNetworkRailtomakethebestpracticepromotedbytheStandard‘businessasusual’,it’sreassuringtohaveICWasapartnerhelpingusalongthepathway.
mike.pollard@networkrail.co.uk
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Mike Pollard, Network Rail
It’sbeenayearofdramaticchangewithsignificanthighsandlows.FromaNetworkRailleadershipperspectivewehavehadanumberofnewappointmentstotheexecutive,includingFrancisPaonessaasInfrastructureProjectsManagingDirectorandSeniorExecutiveResponsibleforNetworkRail’srelationshipmanagementsystem.
Inaddition,MarkCarne,hasjoinedasNetworkRail’sCEO.MarkhasidentifiedthreecoreprincipleswhichhebelieveswillfulfilourambitiontoleadtherailindustrytodeliverbettervalueformoneyandaninfrastructurethatmeetstheneedsofBritaininthe21stcentury.Theseare:
• Deliveringoutstandingbusinessperformanceandleadingsafetyperformanceforeveryonewhoworks,usesorcomesintocontactwiththerailway.
• Followingstructuredcontinuousimprovementtoensurewelearnfromthepastandachieveevengreaterbusinessperformanceinthefuture.
• Seekinganddeliveringinnovationthatallowsourinfrastructuretotakefulladvantageofdigitaltechnology.
Makingcollaborationworkisthecriticallinkbetweenachievingtheseoutcomesandhowweplanandimplementourworks.
ContextNetworkRailowns,operates,maintainsandenhancesBritain’srailinfrastructure.Theinfrastructureincludestracks,signals,bridges,tunnels,levelcrossings,viaductsand18keystations.WeoperatewithintheUK,employingnearly35,000staffworkingcrossfunctionallyandmanage£4.5bninannualexpenditurewitharound3,700suppliers.NetworkRailisasupplierdependentbusinesswithnearly70%offundingbeingspentexternally.AsIadvisedlastyear,NetworkRailhasbeenchargedwiththeresponsibilityofspending£38.3bnontherailwaywhichencompassescapitalexpenditureof£24,925minEnhancementsandRenewals.
Making collaboration workDeliveringsuchanexpansiveprogrammeinanincreasinglyheatedconstructionmarketplaceposessignificantchallengeandreinforcesaneedtoconsiderandsuccessfullyimplementcollaborativeapproaches.Ourexperienceofcollaborativecontractingarrangementsinthelastcontrolperiodwaspositive(mostprojectsdeliveredbycollaborativedeliveryarrangementsweredeliveredonoraheadoftimeandtobudget),butitcouldhavebeenbetter.TomeettheefficiencyanddeliverychallengesinthisfiveyearcontrolperiodwillrequireNetworkRailandourpartnerscontinuallytoimproveonitscollectiveperformanceofyesteryear.
Collaboration in times of crisisThehighs,fromacollaborativedeliveryviewpointareprobablybestillustratedbythere-instatementoftheDawlishseawalllastyear.Onthe6thFebruary2014acombinationofextremelyhightidescombinedwithanintensestormandresultantheavyseascausedextensivedamagetotheseawallandtherailway.ThisseveredtheconnectiontoDevon(WestofDawlish)andCornwallfromtherestoftheUK.Despitecontinuedheavyweatherthewholeindustrycorralledimmediatelytoreinstatetherailwayandminimise,asfaraswaspossible,disruptiontothetravellingpublic.Weallknowcollaboratingincrisisprovidescommongoalsandpurposewhichusuallyresultsingreatoutcomes,butwhatwasachievedatDawlishwastrulyremarkable.Thesafereinstatementoftherailwayin4months,achievedthroughanimmediateresponse,roundtheclockworkingandthewholeindustryworkinginharmony.
Dawlishcaughtthepublicimaginationanditreflectstheachievementofthousandsofrailwaypeopleacrosstheindustry,affectionatelyknownastheorangearmy,whotirelesslyandoftenintheworstweatherconditionstheUKcanmuster,keeptherailwaysystemrunningallyear.TherearenumerousexamplesIcouldcite,manyofthemunsungandunknowntothoseoutsidethe
Collaboration in crisis and calm
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industry.Atthetimeofprintingthisarticle,wehavewitnessedasimilarachievementinthespeedyreinstatementoftheChilternlineatHarbury(betweenLeamingtonSpaandBanbury)afteralandslipdepositedaround350,000tonnesofearthontherailwayintoacutting,immediatelyadjacenttoatunnelportal.
Sowecancollaborateinacrisisandveryoftenithappensatthesharpendofourbusiness,sohowdowescalethissoitbecomesbusinessasusual?Sadlywhentheindustrydoesn’tgetthingsrightwedisruptthejourneyexperienceofthousandsofpeople,aswasthecaseatPaddingtonandKingsCrossoverChristmas.Despiteverydifficultoperationalchallenges,noonewaskilledorinjuredonthoseprojects.AtKingsCrossweweretriallingnewinnovativeequipmentandmethodswhichinthelongtermwillhelpmeettheefficiencychallengesetbytheOfficeofRailRegulation(ORR).Thousandsofdedicatedpeopleundertook300projectsoverChristmasandtheNewYearand99percentoftheseprojectsweredeliveredsafelyandtherailwayreturnedtoserviceonschedule.
Nevertheless,wefailedtodeliveroutstandingbusinessperformanceatPaddingtonandKingsCrossandwewererightlyheavilycriticisedasaresult.
The rail industry is similar to a super-organismTheimpactonthepublicperceptionoftherailindustry(andthekeystakeholderswithinit)whenwegetitwrongcanbecatastrophic.Therailindustryisaneclecticmixofpublicandprivatebusinessmodels.Asuccessfulrailindustryisessentialforbothbusinessmodels.Weneedtodomorecollectivelytoensurethehealthoftheindustry.Inthisregardtherailindustryisanalogoustoasuper-organism.Thetechnicaldefinitionofasuper-organismis“acollectionofagentswhichcanactinconcerttoproducephenomenagovernedbythecollective“[Kelly,Kevin(1994).Out of control: the new biology of machines, social systems and the economic world].Inotherwordseverypartoftheorganismworksforthecollectivebenefitofthewhole,capableofchangingrolesifthatisthecollectiveneed.Asanexampleconsiderahiveofbees.Further,thehealthandultimatelysurvivaloftheorganism,isbasedoneachpartselflesslyandsuccessfullyfulfillingitsrole.Inmyview,therailindustrysuper-organismiscurrentlydysfunctional;thisissomethingthatcollaborationwillhelptocorrect.
Workingcollaborativelyinateamisactuallyaninnatebehavioursothechallengeistoget
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everyonefocusedontherailindustryas‘theteam’.Workinginsilos,focusingonlyonourownobjectivesanddisregardingtheconsequencesforothersintheindustryiseasierbutitisnolongersustainable.Theplanforadigitalrailway,onwhichthefutureofeveryoneintheindustrydepends,needsapartnershipthread.Modernrailwaytechnologyisblurringtheedgesbetweenvehicleandrail,asfuturetraincontrolisawholesystemsolution.Infactdigitalrailwayisexploringwaystoimprovethewholejourneyexperience,inwhicheveryoneintheindustrywillplayapart.Whilsttheregulativearrangementtriestoprovidehardedgesbetweentrainandinfrastructureoperators,innovationispushingthemtogether.TheORRandtheDepartmentforTransport(DfT)haveintroducedmeasurestopromotecollaborationacrosstheindustry:theEnhancementsCostAdjustmentMechanism(ECAM)forNetworkRailandcrossindustryworkingrequirementsinnewfranchisesfortrainoperators.
AnumberofusareexploringhowwedeveloptheuseofBS11000tosupportthesegoals.InadditionweareworkingwiththeRailDeliveryGrouptodeveloptoolstosupportcrossindustryworkingwhichiscoveredbyaseparatearticleinthiseditionofPartner.
Structured continuous improvementStructuredcontinuousimprovementhasbeenthethemeforthepastyearforNetworkRail’scollaborativearrangementsandwillcontinuethisyearaswefocusonenhancingthekeythreeenablerstoimprovedcollaborativeworking:
1.Developingthelearninganddevelopmentthroughthespineofleadershipfromtheexecutivethroughtofirstlinemanagement.
2.Improvingthecollaborativeformsofcontract,particularlyAllianceswhicharethemostsophisticatedcollaborativeagreementsusedbyNetworkRail.
3.OurrelationshipmanagementsystembasedonBS11000,asthestrategicframeworkforcollaborativeworking.
Learning and development through the spine of leadershipClientprocurementprocessesandbehavioursconditionthemarket.Thecompanieswedealwitharecommercialorganisations.Manyofourlarger,firsttier,suppliersoperategloballyindifferent
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sectorsandbynecessityareagileandadapttodifferentapproachesinordertosucceed.Theywillrespondtothepoliciesandprocessesthattheirclientsadopt.EmbeddingacollaborativeworkingethosthereforerequiresNetworkRailasaclienttoprovideleadershipanddemonstrateacollaborativeapproach.Putanotherway,clientsgetthesupplierstheydeserve.Ifwetrulywantourpartnerstodemonstrateparticularattributesandbehavioursthenweastheclientorganisationhavetoleadtheway.Thisisespeciallythecasegiventhatourpreviousapproacheshaveleftsomewithinoursupplybaseremainingtobeconvincedthatwereallyarecommittedtochange.
Thecollaborationneededwillrequireastepchangeinculture,witheveryoneintheindustrycommittedtobehavingdifferently.Wesetasidebusinessdifferencesinacrisisbutthishastobecomebusinessasusual.Greatcollaborationdemandsstrongleadership,executivecommitmentandaconsistentapproach.Culturechangewillnothappenunlessthisisinplace.
Inresponse,Iamdevelopingatailoredlearninganddevelopmentprogrammethatsupportsfocusedbehaviours.Ourleadersatalllevelsoftheorganisationneedamuchbroaderunderstandingofcollaborativeapproachesandthechallengesfacedbyothersintheindustry.NetworkRailisalsopilotingcertainlearningprogrammesbeingrunwithpartnerstaff,becauselearningtogetherbuildsfriendshipsandnetworks–agreatenvironmenttostartbuildingtrust.
Improving the collaborative forms of contractNetworkRailhasspentninemonthsreviewingthecontractualarrangementsandperformanceofalltheAlliancesithasputinplaceoverthelastfouryears.Ithasalsocontributedtothe‘AlliancingBestPracticeinInfrastructureDelivery’publishedbyInfrastructureUKandhasadoptedtherecommendationsofthis.TheseexerciseshaveculminatedinthedevelopmentofaProjectAllianceAgreementModelwhichwillbeaconsistentstartingpointfornegotiatingAlliancearrangementsgoingforward.ThismodelcontainsprovisionforindustrystakeholdershavinganopportunitytoinfluencetheAllianceleadershipandmanagementteams,whichwasdevelopedinconjunctionwiththeRailDeliveryGroup.ThefirstpilotprojectusingthismodelisEastWestPhase2,whichiscurrentlybeingprocured.
Our relationship management systems based on BS 11000NetworkRailhascompleteditssurveillancecyclewithBSIasourcertificationbodyandwehavejusthadconfirmationthatwehavebeenre-certified.Thismarksaverysignificantmilestoneonour‘BS11000Journey’.Wehavelearntthatprogressingalongthecollaborativepathwayrequirescontinuedvigilanceandtherelationshipmanagementsystemtobecontinuallyreviewedandimproved.ManyintherailindustryandinparticularthesupplychainhaveadoptedtheStandard,sooftenourrelationshipsarewithpartnerswhoarecertifiedintheirownrightandhavetheirownrelationshipmanagementsystem.ThesesuppliersarehelpingtoevolveNetworkRail’sthinkingtothenextlevelofcollaborativematurity.
WehavealteredourCorporateRelationshipManagementPlantoreflectthismaturityandputinplaceanarrangementthatisflexibletosupportanumberofrelationshipmanagementsystemsfrom‘WorkingTogether’onwards.
FrancisPaonessaastheSeniorExecutiveResponsiblewascommittedtomaintainingNetworkRail’scertificationstatusandonhearingofIP’ssuccesssaid“that’sagreatresult”.WearenowexploringopportunitiestoexpandtheapplicationoftheapproachpromotedbyBS11000.InhiscollaborativeworkingpolicystatementFrancisstates“IexpectstaffandNetworkRailrepresentativestobeequallycommittedandtoactandbehaveinawaythatbuildstrustwithourpartnersandconsidercollaborativebehavioursinallthattheydo.NetworkRail,asanorganisation,andtheindividualswithinit,hastorolemodelcollaborativebehaviours”.
mike.pollard@networkrail.co.uk
22 The Partner – May 2015
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IntroductionTheRailDeliveryGroup(RDG)hasidentifiedanumberofopportunitiestoimproveprojectoutcomesandrealiseindustry-widebenefits.Abenchmarkingstudydemonstratedthatrailwayprojectscostbetween20%to30%morethansimilarconstructionworksbytheUKHighwayAgencyandsimilarrailwaysinEurope.Thecausesofthisincludeddifferentaccessprovisions,applicablesafetystandardsandplanningpermissionprocesses,butasignificantamountofthisdifference(5%-10%)wasduetoacombinationofinter-partybehavioursnotfoundincollaborativeprojects.TheRDGAsset,ProgrammeandSupplyChainManagement(APSCM)grouphasestablishedaworkstreamtoimprovetheidentificationandmanagementofriskandcontingencythroughbettercollaborationamongindustrystakeholders,includingNetworkRail(NR),TrainOperatingCompanies(TOCs),FreightOperatingCompanies(FOCs)andSuppliers.Theultimategoalistoreducethecostofcontingencyacrosstherailindustryandimprovethevalueitdelivers.
Network Rail has been working with the Rail Delivery Group (RDG) to tackle the cost of contingency on railway projects
High level summary of findingsRailindustrystakeholdersgenerallyagreethateffectivemanagementofcostandriskonawholeindustrybasisrequiresengagementofallkeystakeholdersthroughouttheprojectlifecycle.However,thequalityofstakeholderengagementinriskandvaluemanagementishighlyvariableasaresultofthecontractualrelationshipswhichregulatehowtheindustryoperatesandlimitedincentivestructures.ThevaluationofriskandthecontractualmechanismstodealwithriskvarywidelyacrossNetworkRailanditssupplychain.Procurementmethodsalsofailtoprovideallstakeholderswithvisibilityofend-to-endprojectcostsandrisks,andlackincentivesthatencouragecrossindustryapproachestoeffectivelymanagethesecostsandrisks.
Atpresenttheindustrygenerallyadoptsafragmentedapproachtoriskandvaluemanagementwherethreatsandopportunitiesareownedandmanagedbyindividualparties.Riskidentificationandvaluemanagement
Mike Pollard and Matthew Hannaway – Network Rail
The Partner – May 2015 23
ispredominantlyassessedandmanagedbythesuppliercommunityorNetworkRail,withminimalornoinputfromTOCsandFOCs.Whilstapportioningriskintheorycreatesaccountability,thecomplicatednatureofdeliveringprojectsinarailwayenvironmentmeansthatnosinglepartyisabletoachievethebestoutcomefortheendusersoftherailway.
The ApproachToaddressthis,theAPSCMCostofContingencyworkstreamisdevelopingaseriesofcontractmodelstoenableanindustrywidecontractualframework.ThisfacilitatestheimplementationofanEnterpriseRisk&ValueManagementframeworkthatfocusesonvaluecreationandprotectionthroughproactivemanagementofriskinaprioritised,effective,consistentandefficientmanner.ThroughthiscollaborativeRiskandValueManagementframeworkthetotal(transparent)costofriskcanbeunderstood,communicatedandcontingencymoreeffectivelymanagedtooptimiseutilisation.
A comparison of key features of rail project contingency Contingencycanbeeitherexplicitorimplicit.
Explicitcontingencyresultsfromriskswhicharerecognised,definedandmodelledinariskprocess.Implicitcontingencyisbuiltinto(hiddenin)industryratestructures.Implicitcontingencyisbasedonpreviousexperience,andbuiltaroundthestigmaofpaymentforchangesintheirvariousmanifestations(scope,time,accessetc)andultimatelytheprotectionofprofit.
Collaborativecontractingstrategiespromotesharedriskidentificationandmanagement,opposedtoriskallocation.Explicitrisksaremanagedthroughacollaborativeriskprovisioningfundandcontractualprovisionspromotethistobemitigatedormanaged.Thesharedobjectiveistoreducecontingencyallowancesbyimprovingdecisionsmadethroughouttheprojectlifecycle.Theopportunitiesforsharingideasandbuildingontheideasofothers,maximisestheopportunityforrisktobemanagedorvaluetobecreated.
Risk & Value Management Framework
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24 The Partner – May 2015
Thetransparencyaroundcollaborativecontractingshouldresultincontractoropportunityforcostgrowthbeingbuiltintothecollaborativeriskfund(i.e.thenoclaimsobjectivedrivessomeoftheimplicitcontingencytobecomeexplicit).AstheContractorisrewardedforacceptingandmanagingrisktheremaybeissueswhichtraditionallywouldhavebeenretainedbytheclient(i.e.interfacewithotherstakeholders)whichtheContractorishappytobemanagedbythecollaboration.
Whilethereisstillimplicitcontingencyinthecollaborativecontractstackitishopedthatthiswillbesignificantlyreducedovertime.Suchimprovementresultsfromcostbeingbetterunderstood(viatheRailMethodofMeasure,UnitCostModellingandsharedcommercialmanagement),coupledwiththesupplychainbecomingmoretrustingoftherelationshipsandoftheprocess.Asthishappensmoreofthecontingencybuiltintoratestructuresbecomesexplicit.
Key enablersRDGaredevelopinganumberofcollaborativecontractmodelsthatenablestheriskandvaluemanagementprocessesdescribedaboveandencouragescollaborationacrosstherailindustry.ThisbuildsonmeasuresalreadytakenbytheDepartmentforTransportandtheOfficeoftheRailRegulatortoencouragebroaderintegrationacrosstheindustry.Theplanistodevelopalibraryof
IndustryIntegrationAgreementModelsthatcoverthedevelopmentanddeliveryplanningofrailwayprojects.Theoutputsofthesewillinformthe‘valueformoneystatements’providedtothecontractorsthatwilldeliverthedesignandconstructionworks.RDGhavedevelopedanAlliancemodelwhichaccommodatescrossindustryengagement.TheAlliancemodelisbasedonthelessonslearnedfromUKrailwayprojectsandisconsistentwiththebestpracticepromotedbyInfrastructureUK(ImprovingInfrastructureDelivery:AlliancingBestPracticeinInfrastructureDelivery).
Eachofthecontractmodelswillbesupportedbyitsownsetofguidelineswhichpromotethecorrectbusinessprocessesandbehavioursthatarenecessaryfortheirsuccessfuldevelopment,negotiationandagreement.
Thecollaborativeriskandvaluemanagementframeworkandcontractmodelsaretoolswhichdefinearrangementsandprocessthatifadopted,willreducethecostofcontingency.Thebroaderchallengeisdevelopingariskandvaluemanagementcultureacrosstherailindustry.Earlythoughtistodevelopacommunityofpracticeinbothphysicalandvirtualformthatallowsindustrymemberstosharetheirstoriesofadoption.Throughtheprocessofsharinginformationandexperiences,memberswilllearnfromeachotherandhaveanopportunitytobuildonwhathasbeendevelopedbyothers.
mike.pollard@networkrail.co.ukMatthew.Hannaway@networkrail.co.ukFO
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The Partner – May 2015 25
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Christopher Kehoe
Silver service!CongratulationstotheInstituteofCollaborativeWorking(ICW)onits25thanniversary,onbehalfofEMCORUKandthemanyothermemberswho’vealsohadthehonourandpleasuretoworkforyearsalongsidethisgroundbreakingandremarkableorganisation.
Twenty-fiveyearsisalandmarkmomentforanyorganisation,butarguablyespeciallysoforaninstitute,asitsuggeststheattainmentofacertainmaturity,competence,andstatureinachosenfield.TheICWistrulyexemplaryintheachievementofalltheseattributes.
Ifthiswereaweddinganniversary,wewouldallbereachingforthesilvergiftsbynow.ButfromeverythingI’veeverknownorexperiencedaboutICW,itprefersthesimplerecognitionofdoing
anexcellentjobatgettingorganisationsseriouslytoconsiderthebenefitsofadoptingthecollaborativeapproach.
What’smore,fromwhereIsit,there’sgrowingevidencethatthismessageisreallybeginningtocutthroughandreachatippingpoint.AtEMCORUKwe’verecentlybeenfortunateenoughtobeawardedsomesubstantialnewbusinessfromabroadrangeoforganisations,andalsosecureimportantexistingrelationships.Thereareanumberofreasonswhythisfortuitoussituationhascomeabout,tobesure.However,thereisnodoubtthatdualcommitmentstosupportingthecollaborationagendaandconsistentlydeliveringontheprinciplesenshrinedinBS11000havebeeninstrumentaltothisoutcome.
Asproofofthis,IpointtothefactthatatleasttwoofEMCORUK’srecentwins(bothofwhicharemajorutilities)wantedtoseeconcreteevidence–beforethecontractswereawarded–ofhowcollaborationwasworkinginpracticewithexistingcustomers.Therefore,EMCORUKisalsomuchobligedtoourlongstandingclientBAESystems,whohasbeenafellowpioneeronthecollaborativejourney,andfortakingthetimetoshowourpotentialcustomershowadoptingthisapproachreallydoesleadtothebenefitsweallespouse.
IknowthisuptakeisbeingrecordedbyothermembersoftheICW,too,sothegroundswellwe’veoftentalkedabouthascertainlystartedtohappen.Thatcanonlybegoodnewsforallinvolved.
I’mnotsurethatIwillstillbewritingtheforewordwhentheICWcelebratesitsgoldenanniversary.ButIdobelieveit’ssafetopredictthat,bythen,theprinciplesitstandsforwillhavebecomeacceptedbusinesspracticeformanyyearsandthatitsmembershipwillhaveswelledaccordingly.
Chris.kehoe@emcoruk.com
26 The Partner – May 2015
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EMCOR UKMaking our customers’ lives easier
TOGETHERTO GET AHEAD.Collaborating with facilities management experts from the very start. It helps make managing your business more efficient and cost-effective. And it’s why our customers trust and work with EMCOR UK.
With over 100 years experience ranging from building services and sustainable energy solutions to front-of-house services, you’re in the right hands. We agree frameworks for collaboration and have a fully transparent approach to business. It’s no wonder we were the UK’s first facilities management company to achieve BS 11000 for collaborative business relationships.
For 7 consecutive years, EMCOR Group, Inc. has been named one of the Top 5 ‘World’s Most Admired’ Companies in the Engineering and Construction Industry by Fortune®.
So to help raise performance and reduce costs, collaborate with EMCOR UK. Visit us at emcoruk.com or call +44 (0)845 600 2300
The Partner advert_EMCORUK.indd 1 27/03/2015 16:17:34
The Partner – May 2015 27
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Christopher Kehoe, EMCOR
DonaldTrumpmaynotbeeverybody’scupofteabutthereisnodenyingthatheknowshowtogetthingsgoing.Hefamouslysaid“Aimhighandplanatake-off.Don’tjustsitontherunwayandhopesomeonewillcomealongandpushthe’plane.Itsimplywon’thappen!”
Extendingthisanalogyalittlefurther:successfultakeoffandachievingaltitudeearlyisfundamentaltothesuccessofanycollaborativerelationship.Butnoneofthisshouldbeassumedorlefttochance.Itallcomesdowntothequalityoftheplanningdoneatthestartofthecollaboration.
Gettingorganisationstocollaboratetodeliversharedgoalscansometimesappeartobeahugechallenge,especiallywherethemanagementofoneoftheorganizationsmaybeaccustomedtooperatinginamore‘traditional’way.Culturalbarriersandinitialscepticismwillneedtobeidentifiedandaddressed,andthekeytothisisdevelopingasenseofpurposethatactivelyenergisesengagementonthecoreissues.Inotherwords,collaborationneedstobeidentifiedwithachievingquantifiablebenefitsquicklysothatthere’snoroomforsentiment.OurexperienceatEMCORUKsuggeststhatthisfocusondeliveringhardedgedgoalsachievesbuy-inmuchmorequicklythananythingmorephilosophicalinapproach.
Trump’sadviceistoaimhighsothatthoseinvolvedcanbemotivatedand,thereby,achieveachallenge.Therefore,thefirststepistosetamissionframeworkthatachievesstrategicalignmentbetweentheparticipants.Experiencehastaughtthatit’simportanttogetcomprehensiveinvolvementatanearlystageofthemissiondevelopmentandthatthisprocessisseenastransparent,withsubjectmatterexpertsgettinginvolvedearlyontoensurethatthemissionisachievable.Withoutthistechnicaland/orsectorexpertise,credibilityintheprocesscanquicklybelost.
Theobjectiveofthemissionframeworkistoco-createarichpicturetoensure
thatthepeopleworkingtogetherwithinthecollaborationareclearonpurposeandareusingthesamelexicontodescribewhattheyaretryingtodo.Forexamplethemissioncouldbe“toensurethatproductionofaparticularlyimportantproductremainsintheUK.”Agoalsuchasthiscreatesanumberofsupportingobjectiveswhich,inturn,willrequirespecificjointbehaviourstodeliverthroughoutthesupplychain.TheseelementsbecamethebasisoftheKeyAccountManagement(KAM)protocols.
Inpracticalterms,thismeansthatKAMgoalsaresetforthecollaboration;normallywesetfour,whichare:
1)Designandimplementapartnershipforsafetyintheworkplace
2)Createajointhighperformanceculture
3)Designsolutionexcellenceateverystage
4)Inculcatecustomerserviceexcellence
EMCORUKthensetsstrategicobjectives,togetherwiththeclient,tounderpineachgoal,toincludeoutputs,targets,andresponsibilities.Oncethisisdone,wemapoutthevaluestream,andloadallthisinformationintoourKAMplanningtools.Thisbecomestheblueprintforthecollaboration.However,itisverymuchalivedocumentthat’sconstantlyreviewedandshared.Sotheplanneeds
Get off to a good collaborative start by getting quantifiable
EMCOR UKMaking our customers’ lives easier
TOGETHERTO GET AHEAD.Collaborating with facilities management experts from the very start. It helps make managing your business more efficient and cost-effective. And it’s why our customers trust and work with EMCOR UK.
With over 100 years experience ranging from building services and sustainable energy solutions to front-of-house services, you’re in the right hands. We agree frameworks for collaboration and have a fully transparent approach to business. It’s no wonder we were the UK’s first facilities management company to achieve BS 11000 for collaborative business relationships.
For 7 consecutive years, EMCOR Group, Inc. has been named one of the Top 5 ‘World’s Most Admired’ Companies in the Engineering and Construction Industry by Fortune®.
So to help raise performance and reduce costs, collaborate with EMCOR UK. Visit us at emcoruk.com or call +44 (0)845 600 2300
The Partner advert_EMCORUK.indd 1 27/03/2015 16:17:34
28 The Partner – May 2015
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Stobepublishedandbecomehighlyvisibleifit’stobeeffective.
Oncethemissionframeworkisagreed,it’llbenecessarytocascadethroughthebusinesses.BS11000isanexcellentreferencepointforthisprocess,buttheissuesneedtobeboughttolifeandconstantlyreinvigoratedtoensurethere’safocusonresultsandeveryoneinvolvedknowswhatisexpectedofthem.Thisrequiresaclearcommitmenttogoodgovernance,whichneedstobeestablishedfromtheoutset.
Anexampledeploymentmightlooklikethefollowing:
Jointmanagementteam
Operationalsteeringgroups
Servicedeliveryreviewboards
Weeklysummarymeetings
Dailystartupmeetings
Collaborationtoolboxtalks
Thisapproachmeansthatproblemstendtogetsolvedmorerapidly,becauseinformationgetstothosewhoneedit(atalllevels)inordertofulfiltheirrolesandtherequisiteperformancedataflowsupanddowninthesameformat.Inthisway,measurementreallydoesleadtomanagement,becauseEMCORUKnormallyutilisesmasterschedulestoensurethemissiongoalsandobjectivesarebeingachieved.Inpracticethismeanstacticalactivitieshavejointownershipandvalueisaddedthroughtheinvolvementofthesubjectmatterexpert,asdescribedearlier.Furthermore,weutiliseappropriatecollaborativeworkplatforms,suchasteamrooms,toensuredataandbestpracticearesharedbyallwhoneedtohavethem.Asarule,ourapproachtoinformationmanagementistomakedataavailablewidely,unlessthereisagoodreasonnottodoso.Thisapproachenablesdeliveryteamstotakemoreresponsibilityfortheirworkanddecisions.
Weextendthisopenapproachtojointbusinessplanningwhich,aswellasthecombinedobjectivesettingIhavedescribedabove,alsoincludeskeyfinancial,commercial,andoperationalexpectationsandoutputs.Critically,thebusinessplanalsoidentifiesandshareskeymilestoneswhichbothpartiesinthecollaborationagreeupon.Therefore,theplanisentirelyvisibleandtheonlywaytodeliveritistoensurethatacultureofopennessratherthansecrecyprevails.
Allofthismakesstrategicandtacticalsense,butunlessitisdeliveredatthefrontlineit’simpossibletoaddthenecessaryvalue.Therefore,weactivelyencouragestrategytobeformulatedattheoperationallevel,asthisensuresthestimulation
ofinnovationthatmakesapracticaldifferencetoresults.Thisfrontlineinnovationneedstobefactoredinattheplanningphasetoensurethatpartnersappreciatetheneedtotrialnewideas.Furthermore,therewillinevitablybemistakesandfailuresarisingfromthisapproachand,therefore,a“noblame”culturemustbeimplementedthatdoesnotrequireimmediatesanction.ThisapproachisunderpinnedbytheuseofKaizenboardsthatencouragereporting,withoutfearofrepercussion,sothatimprovementscanbeidentifiedfastandeffectively.
Therefore,theplanningphaseneedstoidentifyhowvisionandcontentwillbesharedacrossthoseinvolvedinthecollaboration.Thekeyhereistoallowforthefactthatcollaborationneedstobeconstantlyre-embeddedateverylevel.Awidevarietyofchannelsexistforconductingthis,rangingfromwebinarsandinformationboards,throughtotoolboxtalksandinformationputuponYouTube.Butoneofthemosteffectivewayswehavefoundistoappoint“collaborationchampions”whoseroleistodeliverthemessageonthegroundandtocreateaconsistentbridgebetweenhighlevelstrategyandpracticalimplementation.Leadershipatthelevelofpracticalimplementationisparticularlyhighlyprized.
Forultimategainstoberealised,thisapproachshouldbeextendedacrossthesupplychainaswellasthenamedpartiesinthecollaboration.Thekeytothesegainsisbuildingeffectiverelationsateverylevel.
AtEMCORUKwehavelearnttomeasureourcollaborativerelationshipsontwokeyyardsticks:relationshipmaturityandKAMmaturity.Wefurtherevaluaterelationshipsbetweenindividualsandatacorporatelevelinthecollaborationusing14and10specificcriteria,respectively.Theresultsarereviewedandassessedthroughakeyaccountsteeringboard,establishedatthestartofthecollaboration,toensurethatactionsaretakenquicklyandarebasedonempiricalinformation.
Planning,withafocusongettingquantifiablegoalsandbenefits,isthekeytoachievinganddeliveringcollaboration,forthesimplereasonthatmanypeopleatalllevelswithinanorganisationdonotconsiderthistobethenormalstateofaffairsandtheyneedtobepersuadedofitsveracityandrelevance.Thisdoesn’thappenbychance,whichiswhyEMCORUKfullybelievesthattimespentontheplanningstageofcollaborationiscritical,andneverwasted....provideditisappliedintherightway!
chris.kehoe@emcoruk.com
The Partner – May 2015 29
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Realisation of benefits from collaborative working
Oksowehavethecertificationandnicedocumentframedonthewall,whatnow?WellofcoursethiswasnotthereasonforBAMseekingBS11000–ratheritwasavalidationoftherightwaytoworkwithourcustomersandsupplychainincollaborativerelationships.
2014wasagreatyearforourcollaborativeworkingwithmanyofourmajorprojectsgainingrecognitionforthebehavioursshownandresultsachievedbythewholeteam,forexampleatthehighlycommendedBordersRailscheme.Butthereisstillroomforimprovementandthechallengemovingforwardis
surelytospreadtheuseandbenefitsintothewholeindustryandwherebettertostartthanwiththemajorcustomersdeliveringframeworksacrossallsectorsaroundtheUK.
BAMhasframeworkswithNetworkRail,HighwaysAgency,EnvironmentAgencyandTfLinadditiontoworkingonsignificantinfrastructureprojectssuchasCrossrailandLondonUndergroundStationUpgrades.Allthesecustomershaveinsomeformusedcollaborativeprocessestoselectanddelivertheirschemes,butthechallengeishowdowemaximisecollaborationandrealisethebenefits?
Withthesignificantworkloadtobedeliveredaroundthecountryoverthenextfewyearsandthefiniteresourcesintheindustry,nottodosowouldbeahugelostopportunity.Inshortthesuccessoftheseschemesdependsuponeffectivecollaboration.
Theprospectofvalueandbenefitsisofcourseattractivetoeveryoneespeciallyourcustomers,buttheroutetoachievingthesecommongoalsvariesandasanindustrywemustavoidcommittingthe7 deadly sins,thesebeing:
1. Selectingpeopleonlyontechnicalandmanagementcompetency–whynotsetcollaborativebehavioursasakeyfactorandensurethesupplychainbuyintotheprocess?
2. Choosingpartnersandsuppliersonlyonpriceandexpediency–theprocurementprocessmustconsiderthebenefitsoftheselectionoftherightcollaborativepartner.Procurementteamscannotcontroltheprocess,customersarebuyingpeoplenotwidgets!
3. Maintainingadversarialrewardsystems–introducethebenefitsofrewardarrangementsinstead.
4. LeavingBIMonlytothetechnologypeople–it’satoolthatbenefitsusall.
5. Ignoringteambuilding–thisisnota‘nicetohave’it’sessential.
6. Keeping“your”peoplein“your”office–collocatedteamsworkmoreefficientlyandinnovate
7. Leavingtherelationshipstotheprojectteams–everyoneisinvolvedandplanshavetobeestablishedattheearliestopportunity.Weworkbetterwhenwecommunicate.
Successfulprojectsandframeworksarethosewhichembracethecollaborativephilosophyandweareworkingcloselywithourcustomerstohelprealisetheundoubtedbenefitsofsuchanapproach.Earlyengagementenablesustounderstandcustomers’businessdriversandgoalsbutthisneedstobeatwowaydiscussionandincludesupplychainsastheyrepresentthecriticalresourcesthatcandictatetheoutcomeofprojects.
Thuscommitmentandbuy-infromeveryonetoencouragebothinnovationandinvestmentisparamount.Thiswillfosterinnovationandbestpractice,workinginthecollaborativeenvironmenttodrivecontinuousimprovement.WehavearealopportunitytomakearealdifferenceintheUKoverthenextfewyears–solet’snotwasteit!
malcolm.stephen@bamnuttall.co.uk
Malcolm Stephen
30 The Partner – May 2015
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SBorders railway – our next step in collaborative behaviours
Continuing to challenge ourselvesBAMNuttallhasdemonstrateditscommitmenttocollaborativeworkingbyachievingcompany-widecertificationtoBS11000.Whilstthisformalrecognitionwasagreatmilestoneforus,werecognisedthatthiswasn’tenough.WewantedtousetheframeworkofBS11000tochangethewayprojectsweredelivered.Simplytellingpeoplewearecollaborativeiseasy:thechallengeliesindeliveringonthatpromise.Bysettingourselvesboldtargets,weknewwecoulddevelopatrulycollaborativeapproachacrosseveryprojectweundertake.
Collaboration in actionAgoodexampleoftheseprinciplesandprocessesisourworkatBordersRailway,thelongestnewdomesticrailwaytobeconstructedinBritainforover100years.
TheBordersRailwayprojectcomprisesre-openingpartoftheformerWaverleyLinefromEdinburghtoTweedbank,with50kmofnewrailwayandsevenstations,ataconstructioncostof£294million.UndertheWaverleyAct,ourintegratedteamisresponsiblefor600parliamentaryundertakingsandobligations.Undertakingsregistertracksresponsibilityandassignactionholderstoeachone.WejointlyownthisregisterwithNetworkRail,whichequallydistributesanyprojectrisks.
OurinvolvementatBordersRailwaystretchesbackto2008.Collaborativeworkingneedstobeginassoonaspossible,sowestartedintheearlystagesoftheECIprocess.ThistooktheformofacollaborativeworkshopwithrepresentativesfromNetworkRail,BAMandourdesigners.
Fromtheoriginalsiteinvestigationandfeasibilitydesignworks,weareworkingasleaddesignandconstructioncontractor,withAtkins,URSandDonaldsonAssociatesundertakingdesignroles.OurconstructionpartnersfromwithintheBAMGroup,BAMRailandBAMContractors,bringEuropeanexpertisetothescheme.Theiruseofalternativemethodsandstrategieshasbeenbeneficialtothescheme,addingvalueandspecialistskills.Inturn,thisknowledgehasbeensharedwithourdeliverypartners.
Theschemehasanaccelerated,tightlyintegratedprogramme,scheduledforcompletioninJuly2015.Toallowforthecommissioningphaseofthenewline,wearecurrentlyplanninghandovertotheTrainOperatingCompanies.
Collaborative process and charterTheschemepassesthroughmanycommunitiesandpopulatedareas,withover25,000line-sideneighbours.Todeliverourcustomer’saspirationtohavealiveoperatingrailwayinrecordtime,weintroducedanintegratedprogrammemanagementapproach.Thishelpedustomanagethecomplexityofmultipleworksitesalongtheroute,withover1,000personnel.
Attheearlycollaborativeworkshop,ourteamidentifiedthedesiredcollaborativeenvironment
Paul McCracken, BAM Nuttall
Constructing a bridge under the A720 required careful realignment of the busy route
Thisiconicprojectisanoutstandingexampleofcollaboration,usingtheframeworkofBS11000withanalignedstrategytailoredtotheprojectobjectives.WithNetworkRailalsofullycommittedtocollaborativeworking,wehavebeenabletobringoutthebestinourrelationship.
TheprojectisfundedbytheScottishGovernment,withcontributionsfromMidlothianandScottishBordersCouncil.Itiscriticalfortheeconomicandsocialrevivaloftheregion,andwillreduceroadcongestionsignificantly.
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anddevelopedacharter.TheBorders Railway Collaborative Behavioural CharterwassubsequentlyagreedbetweenusandNetworkRail.
TheCharterestablishedourprimaryobjective:thatthepartnersagreeto‘combine their respective railway engineering, management skills and resources to successfully manage and perform all the works in a spirit of collaboration’.
WedevelopedtenprincipleswithintheCharter,allofwhichweredesignedtosupportthisobjective:
1.Openness,honestyandtrust
2.Challengeandsupport
3.Generouslisteningandunderstanding
4.Relevantcommunication
5.Improvement
6.Fairandreasonable
7.Decisionmaking
8.Openbookphilosophy
9.Commitmentandcommonapproach
10.Individualimprovement
A sustainable, one-team approachOurCharterestablishedthebehavioursthathaveenabledallprojectdeliveryteamstointegrate.
Weareworkingtosharedobjectives,withclearownershipandaccountabilityandjointgovernanceprocesses.
Thismethodofworkingputstheprojectfirst,sohasenabledajointproblem/jointsolutionapproachthatfunctionsabovetheneedsofindividualorganisations.Aswithanyproject,challengesstillexist,buttheseareovercomethroughopenandhonestworking.Thesharedlevelofriskandresponsibilityhasledtoano-blameculture,whichhasalsobroughtaboutincreasedsupportfromacrossthedeliveryteams.
Sustaining the cultureToensuretheCharterremainslive,anumberoffollow-upworkshopshavebeendelivered.Inkeepingwithourdesiretochallengeandinspirenewdiscussionsandideas,ourLeadershipTeamregularlyreviewsandmonitorstheeffectivenessoftheCharter.Externalfacilitatorsleadthetwelve-monthreview.
Borders Railway Contract Steering GroupOurContractSteeringGroupincludespersonnelfromNetworkRail,BAM,subcontractors,designersandstakeholders.Itprovidesstrong,visibleleadershipandanadditionalfocusforembeddingcollaborativebehavioursandpracticesacrosstheproject.Thisincludessupportingstakeholderinclusion,providingakeydecision-makingforumandpromotingcontinualimprovement.
Accommodating customer and stakeholder needsTheoriginalapprovedrouteleftagroupofhousesisolatedbetweenthenewrailwayandtheexistingA7,withaccessseveredbythenewrailway.Alternativeroutesweresuggested;howeverweidentifiedathirdsolutionandundertookarangeofjointforumswithresidents,stakeholdersandourdesigners.Withresidentsawareofallthefactorsaffectingthesolution,wewereabletopresentareviseddesignthatsatisfiedalltheconstraints.
Anyconcernsandissueswereincorporatedintotheoverallscheme,andthisprocesscontinuestobetriumphforcustomerfocus.Theresidentsreceivedenhancedaccesstotheirhomes,areundisturbedbytrafficnoiseanddonotsufferincreasedlightpollutionatnight.Inthelongterm,reducedtrafficcongestionwillbenefitroadusersasmorepeoplestarttousethenewtrains.NetworkRailandScottishBordersCouncilbenefitedbecausetheneedfortwolargeelevatedroundaboutsanda
Our fully integrated team has been directly responsible for the success of the project
Restoration work to the Bowshank Tunnel demanded a co-ordinated approach
32 The Partner – May 2015
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Sbridgetocrosstherailwaywasremoved,whichhadconsiderablecostandtimebenefits,inexcessof£1million.Ourrevisionsalsoremoved12,500lorrymovementstoconstructworks,thusprovidingabenefittotheenvironmentandthecommunity.
Working with our Supply Chain PartnersTodeliverBordersRailway,wehaveutilisedourBAMGroupcompaniesacrossEurope,togetherwithourin-housecapabilitiesintheUK.Thisincludesintegratingoursuppliersandemployinglocalresources.
TheselectionandassessmentofoursuppliersatBordersRailwayisledbyourdedicatedProcurementManager.Thisensuresthattheassessment,verificationandauditprocessesareundertakenduringtheselectionprocess,whichincludescollaborativeengagementprocesses.
Wedevelopedtheprojectrecruitmentstrategytoguaranteethatopportunitieswereprovidedtolocalbusinessesandlocally-basedpersonnelwhereverpossible,includingoursuppliers.
WehostedaMeettheBuyereventtoencouragelocalcompaniesfromacrossEdinburgh,MidlothianandtheScottishBorderstoregisterassuppliers.
Ourregionalbuyingteamregistered250companies,andover450localbusinesseshaveprovidedproductsorservicestotheproject.Forexample,therestorationofthehistoricLothianbridgeviaductwascarriedoutbyForthStone,basedinBonnyrigg,aroundtwomilesaway.Theyledallmasonryrepairandre-pointingworks.Atpeak,weemployed234localpeople.
Effective community engagementInterfaceswithlandownersandstakeholdershavebeenvitaltooursuccess.OurCommunicationsteamprovidesthemaincontactforthepublicandstakeholders.Theyhavedevelopedrelationshipswiththevariouscommunities,whofeeltheyareabletocommunicateeasilywithourteam.
Weestablishedadedicatedprojectinformationline,emailaddress,websiteandsocialmediasitetoenabledirectcontactbetweentheprojectdeliveryteamandthecommunity.Informationpointshavebeensetupinlocalcommunitybuildingstoimprovecommunicationwithnon-digitalcustomers.
TheCommunicationsteamregularlyattendCommunityCouncilmeetings,residentsassociations,businessgroupsandschoolstokeeptheminformedandansweranyquestionsorqueriestheymayhave.
Setting new standards in collaborationTheBordersRailwayschemehasresetourviewofexemplarstandardforcollaborativeworkingenvironment.
Asweapproachtheendoftheproject,itisclearthatthislevelofsuccesswouldnothavebeenpossibleunlesseveryonededicatedthemselvestothewholeprocess.Wehavehadcompleteteamintegration,includingfromourEuropeanpartners,whocantaketheknowledgeandpracticesgainedhereandtransferthemtothewholeofourgroup.
Thechallengeshavebeenconsiderable,butweremainconvinced,asdoourcustomer,supplychainandstakeholders,thatthesuccessofthisprojectisasaresultofthefullycollaborativeteam.
paul.mccracken@bamnuttall.co.uk
WealsoestablishedaCommunityFund,whichhasbenefitedover40localgroups.Thishelpssupportyouthcommunityactivitiesandsafetyinitiativesclosetothenewrailway.
Safety Communications GroupTheSafetyCommunicationsGroupwassetupbetweenBAM,NetworkRail,localcouncils,emergencyservicesandtheBritishTransportPolice.Theyco-ordinatethepromotionofconstruction,railwayandcommunitysafetythroughmonthlymeetings.Localcouncilsarealsoabletoaddressissuesfromthepubliccommunicateddirectlytothemthroughtheseforums,whichallowsforcollaborativesolutions.
The whole project has been based on a one-team mentality
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BAM Nuttall has been shaping the moderninfrastructure throughout the UK for the past 150 years. The company was founded in 1865 byJames Nuttall, who was a pavior from modestsurroundings in Salford. This family ownedbusiness was involved in many exciting schemesincluding the construction of the iconic LiverBuilding in Liverpool, the Mersey Tunnel, the Tyne Tunnel and the production of the innovativeMulberry Harbours, which were used during theD-Day landings in Normandy during World War Two.
Today the company still carries that sameentrepreneurial spirit and has established areputation for innovative civil engineering.Recent examples of this are the regeneration atQueen Elizabeth Olympic Park, the refurbishmentof the north bound bore of the Blackwall Tunneland the regeneration of Kings Cross.
www.bamnuttall.co.ukBAM Nuttall Limited is an operating company of the European construction group Royal BAM
150 Years of SuccessfulInfrastructure Delivery
BAM Nuttall Burns Night A4 Advert.qxp_Layout 1 13/01/2015 16:29 Page 1
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InSelexwehavelongbelievedthatworkingcollaborativelyisthekeytoourfuturesuccessasabusiness.Trueandeffectivecollaborationhasitsfoundationfirmlysetonthesharingofskills,experienceandknowledgeinordertodevisetheverybestsolutionsastohowoutputs–whetherproductsorservices–aredelivered.It’sallabouthavingagenuineandhonestapproachtocollaboration–andthebestideasstemfromanenvironmentofopennessandtrust,underpinnedbyacultureofexcellentcommunicationsinwhichideascanbefreelydiscussedandexchanged.Thiswayenhancedvalueiscontinuouslyaddedtotheproductsandserviceswedeliver.
WestrivetoapplytheprinciplesofgoodcollaborationtoeverythingwedoinSelex.BeingpartoftheInstituteforCollaborativeWorking(ICW)hasdonemuchtofacilitateandsupportourapproachtocollaborationandhashelpedustodefineourstrategyandimprovetheprocessesandprocedureswhichunderpinit.KeytothishasbeentheformalisedapproachtosuccessfulcollaborationdefinedinBS11000.Itisonethingtobelieveincollaborationandgoodcommunicationsbutquiteanothereffectivelytoimplementthis.BS11000hasprovidedaframeworkwhichhashelpedustotranslateouraspirationstoworkcollaboratively.IthashelpedtoclarifyanddefineourapproachandourmostrecentexternalBS11000assessmentcited“Thefindingsoftheassessmenthavedemonstratedoverthecourseofthelast3yearsthatthecompanyhasembracedtheprinciplesoftheframeworkandmanagetherequirementslaiddownwithinBS11000-1:2010asbusinessasusual”.Praiseindeedandconfirmsthatoureffortsarebecomingembeddedwithineverythingwedo.Understandingandimplementingthestandardhasprovidedusthewherewithaltodevelopasoundandcomprehensiveapproachtorelationshipmanagementwhichsetsoutthehow,whenand
whereofsuccessfulcollaborationacrossanumberofkeyandverycomplexprogrammes.
Wedeployourbreadthofcollaborativeknowledgeandexpertisefromotherprogrammestoensurewedelivercustomerexpectationsbystrivingforhighperformance,focusingonwhat’sbestfortheprogramme,embracingtransparencyandobjectivity,drivingcontinuousimprovementandevolutionandbyrecognisinginclusivityascentraltoourcollectivesuccess.Ourformalisedbutflexibleapproachensuresthatwedrivesuccessfulpartneringengagementsacrosscomplexsupplierandclientlandscapes,evenwhenwehavenodirectcontractualrelationshipsinplace.
Alongsidetheircompetitiveprocurementapproach,publicbodiesareincreasinglylookingtosupplierstoproposecontractualmodelsthatwillyieldenhancedvalueformoneyforcomplexprogrammes.Thisrequiresindustrytobepreparedtoadoptinnovativeandsometimescomplexcommercialmechanismsinordertomeetsuchclientexpectations,butsuchinnovativeapproachescannotalwaysbereadilydistilledintoasingle(orsimple!)contractualagreement.
InanumberofcasesSelexhasraisedthebarindeliveringagainstsuchcomplexcollaborativeexpectations.Forexamplewemanagean
Our concept for Collaborative Success
Tim Mowat, Selex
36 The Partner – May 2015
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innovativeanddemandingprogrammeonbehalfoftheHomeOfficethatrequiresustosustainatrulycollaborativepartnershipinordertoensureallpartiesareinvolvedandoperatingcollaboratively.Thisconsortiumcomprisesover90industry,academia,SMEs(includingmicroSMEs),andsupportsanarrayofstakeholdersfromacrosstheemergencyservicessectorindeliveringevidencebased,objectiveoptionstounderpinthedeliveryoftheirstrategicgoals,andfinancialandoperationalefficiencies.WehavearelationshipmanagementplanthatunderpinstherequiredapproachthatisfurthersupportedbyPartneringandConfidentialityAgreementssignedbyallparties.Thisapproachhasenabledustoestablishatrulyopenandcollaborativeenvironmentnecessarytomeetclientneedswhilstsimultaneouslyrecognisingandaccommodatingtheverydifferentneedsthatsuchaneclecticmixofcompanieswillinevitablyinvolve.
Further,oneofourlatestprogrammesbenefittingfromaninnovativecollaborativeapproachinvolvesacomplexclientrequirementthatisbroadlybrokendownintotwoelements.Eachelementiscontractuallymanagedviaaseparatecontractwithtwoseparatesuppliers(Selexandasecondsupplier).Selexisresponsibleforthemanagementonlyandnottheliabilityofthesecondsupplier,shouldthesecondsupplierdefaultundertheircontractwiththeclient.Anoperationslevelagreement(OLA)betweenSelexandthesecondsupplierdefinestherolesandresponsibilitieswiththecollateralwarrantycoveringofthesecondsupplierwarrantingtotheclientthatitwillcomplywiththeOLAwithSelex.Suchan
Weareveryexcitedby,andfullysupport,thetransitionofBS11000toaninternationalstandard–ISO11000.ThisisagreatachievementfortheInstituteandasignificantstepforwardforbusiness.Withourindustrialandcommercialglobalfootprintweverymuchwelcomethespreadofthecollaborativemessageworld-wideandwillembracethetransitionwithvigour.
Avitalcomponentofsuccessfulcollaborationisfororganisationstohavestaffwithathoroughunderstandingofwhatitisallabout–andalsotheappropriateskillssuccessfullytomanagetheprocess.Thisisparticularlyimportantatourexecutivelevelaswithoutstrongsupportandongoingcommitmentatthehighestlevelacollaborativeapproachtoworkingsimplywillnotwork.WeinSelexareverypleasedtoobservethatthedevelopmentoftheseskillsisnowakeyobjectiveoftheInstituteandthattheyarealreadycollaboratingwithvariousacademicorganisationswiththeaimofprovidingappropriatetraininganddevelopmentatbothunderandpost-graduatelevels
SelexisproudtobeaFoundationMemberofanInstitutewhichhasnotjustpromotedthecollaborativemessageforaquarterofacentury–buthasproducedaveryeffectivemethodologytohelporganisationstoDOit!!
HappyAnniversaryICW!Selexarehappytoaccompanyyouonyourongoingjourney.
tim.mowat@selex-si-uk.com
innovativeapproachrequiresthecommitmentofallpartiestotheopenandcollaborativeapproach;successhowevercanonlybeguaranteedthroughknowledgeablemanagementofthecollaborativeapproachbySelex.
Left to right: Dave Hawkins, Peter Martin and Dr Paul Connor taken at the Collaborative Leader Module at Warwick University
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BenjaminDisraelioncesaidthatthegreatestgoodyoucandoanotherisnotjustshareyourriches,buttorevealtohimhisown.Ithinkthatembodieswhattruebusinesscollaborationisallabout.AndcertainlythepartnershipswithwhichCapitaareinvolved,incentralandlocalgovernmentandintheprivatesector,havethatunderstandingattheircore–thatbyworkingwithourclientswehelpthemrevealtheirriches–whetherthatwealthishappier,moreloyalcustomers;reducedcosts;moreefficientprocesses;orallofthesethings.
Inordertoforgesuchpartnershipsandtomakethemenduringandabletocontinuetodeliverbenefitstobothpartnersforyears(evendecades)Capitadoesthreethings:listens,createsanddelivers.
Listeningisthemostimportantpartbutperhapsthehardesttogetright.Listeningmeansreallyunderstandingwhatyourclient–andtheircustomers–want,andwhy.Listeningmeanembracingthevaluesofoftenradicallydifferentorganisationsandlivingthemdaybyday.Listeningalsomeanschallengingpreconceptions.Realbusinesstransformationneedstoleadtodesired,quantifiableandbeneficialoutcomesbuthowyougettothoseoutcomes–happycustomersorcitizens,‘sticky’revenues,lesswaste–doesn’thavetorelyonthewaythesethingshavealwaysbeendone.Arealpartnerwillhaveideasforbetterwaysofdoingthings.InourrecruitmentpartnershipwiththeArmy,forexample,wehavechallengedsomeofthebarrierstorecruitmentandchangehasbeenembraced.
Creatingthoseways–based,ideally,onsoliddataandapproachesthatareproperlytestedandevidencebased–isthenextstageinbuildingagenuinecollaboration.Capitahasinvestedheavilyincustomerinsightandanalytics,andwithhundredsofclientsacrossvirtuallyeveryindustrysector,isableregularlytotestitsassumptions,creatingsolutionsthatareefficientbutalsoeffective.Anexampleofthatisanewwebportalwehavedesignedforcitizensofoneofourlocalauthorityclients.Itwasdesignednotonlybyworkinginpartnershipwiththelocalauthoritythemselvesbutbyanumberofthepeople–citizens–whowouldbeusingit,toensurethatitgenuinelymettheirneeds.
Finally,apartnerwilldeliveragainstmeasurableobjectives,agreedandsustainablebutflexibleenoughtoreacttothechanginglandscapeofbusiness;topolicychanges;economicdown(andup)turns;tochangingcustomerbehaviouranddemographicsandeventheunforeseen.Inthemuchbatteredlifeandpensionsindustry,forexample,we’reworkinghardtohelpanumberofourclientsusedigitaltechnology,whichisbecomingmoreandmoreimportantforcustomersbutwhichthissectorhasstruggledtoembraceindependently.
Itisbylistening,creatinganddeliveringthatCapitaishelpingtorevealitspartners’‘wealth’aswellasitsown.
dawn.marriott-sims@capita.co.uk
Listen, create and deliver!
Dawn Marriott-Sims, Capita
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The story of the DIOTheDIOisanoperatingarmoftheMODandplaysavitalroleinsupportingourArmedForcesbybuilding,maintaininganddeliveringwhatthemenandwomenwhoserveourcountryneedtolive,work,trainanddeployonoperationsbothintheUKandoverseas.Thiscanbeeitherdirectlythrough,forexample,thetrainingestatethatpreparesmilitarypersonnelforaction,orindirectlythroughthehousingenvironmentthatsupportstheirfamilies.
TheDIOwasestablishedinApril2011followingthe2010StrategicDefenceReviewbyLordLeveneandinitsconstituentparts,hasacomplexhistoricalandpoliticalbackground.HisrecommendationsledtoDefencebeingreformedtobemoreefficientandeffective.AsoneoftheCoreDefencefunctions,theDIObroughtthemanagementofDefenceInfrastructuretogetherunderasingleorganisation,nowledforthefirsttimebyanewstrategic business partner.
A new eraInJune2014,Capita(workingwithURSandPAConsulting)wasappointedastheDIO’sstrategicbusinesspartner(SBP)toleadandmanagetheorganisationfora10yearterm.Mobilisedovera3monthperiod,anewhybridleadershipteamwasappointedinpreparationfortheSeptember2014inservicedate.AnInfrastructureImplementationplan,whichisupdatedeachyear(andnowcomplementedwithanewbusinessplan),setsouthowtheSBPwillmanagetheDIOtodeliveritsoutputsandcreatearightsized,lowercost,betterestate.
DIO’slong-termaimistodeliverinfrastructuretoDefenceinthemosteffective,efficientandsustainablewaybettertomeettheneedsofmilitarypersonnel.Itsresponsibilitiesinclude:
• totalfacilitiesmanagement:both‘hard’(eg.maintainingproperty)and‘soft’(eg.security,cleaning,cateringandgroundsmaintenance);
The Defence Infrastructure Organisation – a new collaborative working programme
Tim Seabrook, Capita
March 2015
Ten Year Vision for the DIO DIO Vision: • Our people lead in equipping Defence with a significantly smaller,
more efficient, be<er quality estate
DIO Mission:
• provide a safe and sustainable estate in a changing world and a safe
place to train
• enable directed outputs of Defence
• be recognised and trusted worldwide as an agile, proud and
professional provider of defence requirements
• invest in the capability and well-‐being of its people to create an
empowered workforce with the confidence to innovate and the
support to learn and grow
• focus on customer sa@sfac@on and incen@visa@on
• source and manage effec@ve infrastructure solu@ons and contracts
• partner to deliver the best-‐possible service in the most responsible
way • enhance its strategic influence and role in enabling
capability
DIO Purpose • Enabling Defence people to live, work, train and deploy at home and
overseas
DIO Strap-‐line • Delivering for Defence
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Programme’andsupporttheideaof‘extendedenterprise’inworkingtogethermorecloselytodelivermutuallybeneficialoutcomes.TheDIO’sseniorleadershipteamhavesponsoredthisapproachandseesignificantopportunitiesforimprovingsupplychainrelationshipsanddevelopingnewwaysofworkingtoenhanceservicedelivery,innovation,valueengineeringandjointriskmanagement,withanewPolicystatementhavingbeensignedbyourChiefOperatingOfficer.
Thediagramoverleaf(whichwillappealtomyfellowengineersamongstyou)demonstratesthesignificanceofourIndustryPartnersworkingcloselywiththeDIOandthe‘gearingandsynergising’activitiesoftheSBPinenablingandsequencingcapabilitytoalignthebusinessoutcomeswiththeneedsofourusersoftheMODestate.
A personal perspectiveAnumberofreportsinthepublicsectortransformationspacecitethatleadershipisthemaincriticalsuccessfactorinsuccessfulcollaborativetransformation.Thisformspartofthesuccess,butnotinisolation,ofempoweringindividualstoplaytheirparttoo.Onourjourneysofar,Ihavefoundthefollowingarecrucialtosuccessinestablishingmeaningfulengagement:
1.Gettingalltherightpeopleintheroom(holdjointworkshopswithgroundrulessetinadvance).
• deliveringinfrastructureprojects;
• managingutilities,includingenergy,waterandwastewater;
• managingtheestate;and
• workingwithTopLevelBudget(TLB)customerstodeveloptheirinfrastructureneedsintoanaffordableinfrastructureprogramme
PermanentSecretaryJonThompsonsaid:
“This is a huge step forward in the MOD transformation agenda. Lord Levene recognised the need for efficient, effective and professional delivery of enabling services, including the injection of new professional skills and expertise, and the strategic business partner should make a significant contribution towards achieving that.”
Nine months in..Amongstalargearrayoftransformationalactivityalreadyunderway,therehasbeenaveryspecificfocusinsocialisingtheprinciplesofBS11000acrosstheorganisation.WorkisbeingundertakenwithourinternaldepartmentsandportfoliomanagerstolaythefoundationsforanewCollaborativeWorkingprogramme,includingworkingwithcolleaguestodevelopanewholisticstrategyforsupplierrelationshipmanagement.Thatsaid,theMODwereanearlyadopterofPAS11000andhavereceivedBS11000certificationonanumberofsignificantpartneringprogrammestodate.ThishassupportedthejourneyinnosmallpartasmostarefamiliarwiththeconceptofpartneringwithintheDIO,althoughmaturitylevelsvaryduetosomeofthelegacybudgetconstraintsandpreviousre-organisation.
MikeRogersfromtheMOD’sPartnerSupportGroupsaid“theGrouphasworkedacrossarangeoftheMODPartneringprojectsandprogrammestoestablishtheprinciplesofBS11000bygainingevidenceofbestpracticeandworkingtowardscertification.”
TheDIOisessentiallyaprocurementorganisationwithanannualbudgetof£3.3bn,holdingconsiderableresponsibilityforbothday-to-dayservicedeliveryandcapitalprogrammesdischargedviaitssupplychainpartners.Collectively,becomingthe‘intelligentclient’withBS11000asthecommonplatformiscrucialtosuccessfuldeliveryoverthenext10yearsandbeyond.
Theresponsetodatehasbeentrulypositive:peoplecanseethetangiblebenefitsofBS11000asaplatformforour‘CollaborativeWorking
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2.Keepingtheinitialfocusonjointproblemsolving(astructuredagendawithgoodindependentfacilitation)
3.Notbeingafraidofconflict(beopen,honest&respectfulofeachotherandgettherealissuesoutonthetable)
4.Beinginclusive:everyonehasanequallyimportantvoiceandshouldhavetheopportunitytocontribute(collaborativeIntelligence[CQ]isasimportantasEQ+IQ)
Greatleadershipskillsinisolationarenottheanswertocollaborativedelivery.Thevaluein‘doingtherightthing’runsacrossbusinessrelationshipsatamultitudeoflevelsandthisiswhererelationshipmanagementplans(RMP’s)comeintoplay–oncethewiderstakeholdercommunityisproperlyunderstood.
Askingaleader,regardlessoftheirlevelwithinthebusiness,tosharecontrolandtotrusttheirnewpartnerstodeliverisalmostcertainlyaskingthemtotakeanunreasonableleapoffaith.Collaborativeleadershipskillsneedtobebuiltalongsidenewgovernanceandshareddecision-makingarrangements.,Andthis,ofcourse,needstobesupportedbyjointaccesstothesystemsanddata,whichwillenableleaderseasilytomonitortheircollectiveperformance.Bybuildingcollaborativeskills,governance,andsystemstogether,leaders
learntoplacetheirtrustinnewrelationshipsthatarebuiltonstrongandjointlyownedfoundations.
DawnMarriott-Sims(JointCOOofCapitaPLC)inherarticleinlastyear’s‘ThePartner’(Talk to me – How do you create genuine business dialogue?)referredtotheimpactoffivecorebehavioursingeneratingdialogue(GenuineCommunication,TestingAssumptionsandInterfaces,FocusingonInterestsnotPositions,AgreeingWaysofWorkingandDiscussingUndiscussibles)allofwhichholdverytrueintheabove-describedcontext.
Forme,inanycollaborativeworkingarrangement,it’sthevision,valuesandbehaviourswhichprovidearobustplatformforprobablesuccess.Withoutthese,itisarockyandriskyroadaheadandonelikelytobeunsustainablemovingtowardsthelongterm,wheretrustedrelationshipsarevital.
Onefinalthought:arecentseniorlevelworkshopwhichIattendedderivedtrust,interestingly,asfollows:
TRUST=Credibility(Honesty)xIntegrity(Consistency)
RISK
Perhaps we can all learn something from this?
tim.seabrook@capita.co.uk
Improving Integration – DIO (referenced as DIDO in diagram) working with Industry Partners to deliver more efficient and effective services for the Armed Forces.
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collaborative working, maximum impact
Capita is still the only resourcing business to hold the BS 11000 collaborative relationship standard. We are committed to working in partnership with our clients and meeting globally recognised standards in collaborative working.
Our collaborative approach helps us to better understand businesses like yours and your goals for the future. It underpins every aspect of our blended RPO and talent acquisition activities.
We have a demonstrable track record of achieving significant time, resource and efficiency savings from joined-up working. And, we go beyond. Our unique approach allows us to align our clients’ expertise to our own. We’re succeeding in helping our clients to align resourcing strategies much closer to business needs and corporate goals. Together we are driving innovation and finding new ways to add value.
Find out how a BS 11000 inspired partnership could transform your resourcing operation. Call Steve O’Neil, Sales Director on 07775 524415 or email steve.o’neil@capita.co.uk
www.capitamanagedservices.co.uk Part of Capita plc
True Partners. Trusted to deliver.
Partner Mag_A4_march14.indd 1 20/03/2014 11:24
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Understanding BS 11000 and its benefitsAnotheryearhaspassedandweallcontinuetogainabetterunderstandingandinsightintheapplicationofBS11000inmanydifferentscenarios.
Costain’s‘EngineeringTomorrow’strategyisaboutidentifying,developingandimplementinginnovativesolutionstomeettheUK’smajorinfrastructureneeds.Wearecommittedtomeetingourcustomers’needsbyworkingincollaborationwiththem(andotherkeystakeholders)todeliverourpromisesandtosupportthedevelopmentofbroaderservicesandtechnology.
InCostainwearecommittedtooperatingourbusinessbothsustainablyandresponsibly.Wearefocusedononesimplebutpowerfulmessage–‘CostainCares’.Thisisnotaslogan:itisanattitudeofmind.Itisintegraltoeverythingwedoandatouchstone
againstwhichwecanevaluateandmeasureourperformance.Wecareaboutallourstakeholdersandencourageopen,honestandrespectfulcommunicationandthereforebelieveinstrong,long-lastingcollaborativerelationshipsthataremutuallybeneficialtoallpartiesinvolved.
WehavecontinuedtoseeariseininterestinBS11000acrossthedifferentsectorsinwhichweoperate,andoursupplychainarewantingtounderstanditbetterandrealisethebenefits.Our‘BS11000relationships’aremovingawayfrombeingprojectfocusedtobeingmorestrategicanddeliveringaseriesofprojectsindifferentlocations.Aswecontinuetoincreasethenumberoftheserelationships,ithasnecessitatedawideningofknowledgeandcompetenceacrossthecompany,includingprovidingawarenesstrainingtosupplychainpartnersofthebenefitsthatcanbeachieved.
Thereisstillalotofmisunderstanding.IamoftencontactedbyotherorganisationswantingtoknowmoreaboutBS11000,manyhavemadeitfarmorecomplicatedthanitneedbe,orhavenotunderstoodthebasicprinciplesuponwhichitisbased,orhavemis-understoodthecertificationprocessforrelationships.Withtheintroductionofthenewhighlevelstructureforallmanagementstandardsitmakesitfarmorepracticaltohaveanintegratedmanagementsystemwithriskatitscoretoprotectthebusiness.Frequentlywearefindingthatpeoplearenotconsideringtherisksofcollaboration(ofwhichtheremaybemany)andaremorepre-occupiedbyoperationalandprojectrisk.
TheCostainrelationshipwith4Wayisanexcellentexampleofhowtangiblebenefitscanbegainedfromworkingcollaboratively,whichhasbeenachievedbyunderstandingoneanotherandestablishingtherightbehavioursonwhichtobuildtrust,fromwhichmanyopportunitiesforimprovementhavebeendeveloped.TheuseofStrategicAwarenesstoolswasagreatstartingpointthatenabledthecombinedteamtoexploreandidentifythestrategicobjectivesoftherelationshipacrossseveralpotentialprojects.ThroughembracingBS11000thiscollaborativerelationshiphasdeliveredimprovementsolutionswithsignificantcostsavingsthatalsodelivermaximumbenefitstoroadusersafety,journeyreliabilityandinformeddrivers.
Sincelastyear’seditionofthePartnerIamverypleasedtobeabletoreportthatoneofourBS11000relationshipswithAlstomandBabcockhasprogressedsowellthatithasnowbecomeanincorporatedjointventure,ABCElectrificationLimited,andisnowestablishingitsowncollaborativerelationshipswithotherorganisationsasitdeliversover£1billionvalueofrailelectrificationworksrightacrosstheUK.
Butcollaborationaloneisjustanenablerforaddedvalue.Collaborationandtrustcanbringabouttheenvironmentinwhichinnovation,lean,BIM,andotherimprovementscanflourish,bringingaboutaddedbenefitsforall.
Tony.blanch@costain.com
Tony Blanch
44 The Partner – May 2015
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BABCOCK IS TRUSTED BY SOME OF THE LARGEST UK ORGANISATIONS TO MANAGE AND OPERATE THEIR BUILT ASSETS WHILE DELIVERING COST EFFICIENCIES.
Babcock’s experience is underpinned by a proven history of collaborative working, helping us to address, and find inspired solutions to, the challenges our customers meet.
trusted to deliverTMwww.babcock.co.uk
I Airports I Communications I Defence I Education I Emergency Services I Energy I Mining & Construction I Nuclear I Property I Rail I Training I
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PartneringandcollaborationunderpinmuchofwhatBabcockInternationalGroupdoes.Weseektowin(andretain)longtermcontractswithallourcustomers,notleasttheUKMinistryofDefence,andthendevelopamutuallybeneficialrelationshipwiththatcustomertodeliveroutcomesthatexceedthosedemandedinanycontractdocument.Soundssimple,right?
Inthelast12months,wehavegainedBS11000certificationinourlongterm(30year)contractwiththeRoyalEngineersandweintendtorollthat
outacrosstherestofthatcontractorganisationandotherMOD/DefencecontractsandultimatelyacrosstheBabcockInternationalGroupDefenceandSecurityDivision.Iwouldhoweverreflectthatthereareanumberofchallenges(oropportunities–dependingonyourperspective)thatneedtobeinplacetomaketruepartneringarealitythataddsgenuinevalue.
Anobviousstatementperhaps,howevertherehastobeaclearunderstandingofwhoweintendtopartnerwith.Wheretherearemultipletouchpointsandcustomerinterfaces,theremustbeaclearstakeholdermanagementplanandidentificationofhowandwhoweneedtoworkwithdifferentlytodeliversuperioroutcomes.Asaprecursoractivity,Iwouldsuggestthatcollaborationandlongtermsharedworkingisenshrinedinajointplanorvisionstatementwhichsetsoutthelongtermhopesanddesiresforthejointorganisation.
Secondly,thereneedstobemechanismsinplacethatwillfacilitatepartneringandcollaboration.Byitsverynature,collaborationisaboutsharinginformationtogainjointadvantage.Thegovernanceofacontract,structureofthemanagementteamsandinformationarchitectureneedtosupportthatsharingculture.Throughthelensofapublicsector/privatesectorcontractualrelationship,partneringisnotanexcuseforaneasyrideorforreliefagainstpoorperformancebytheserviceprovider.Goodcontractualgovernanceshouldsupportbothstrongperformancemanagementandaculturewherethatperformanceisenhancedthroughjointlongtermplanning,sharingofissuesearlyandconstructivedialoguefocussedonearlyresolutionwherenecessary.Organisationaldesignhasakeyparttoplayinallofthis.Thesimplecollocationofjointmanagementteamsandthecreationofjointprojectteamsfromtheconstituenttribessendsaverypowerfulmessageabout“jointery”andsharing.Whilstthereisoftenaninstinctiveaversiontothesharingofinformation,thecreationofwellmanagedandmutuallyaccessibledatarepositories,suchasSharePointsitesordocumentmanagementtools(withmandatedbusinessprocessesandworkflowstosupporttheiruse)allcontributetoasharingculture.Therealsoneedstobeaplan–aframeworkthatunderpinsjointactivitymanagedasaprojectwithclearlydefinedmilestonesandbenefits.
Finally,Iwouldreflectthatthereneedstobealevelofcompetenceintheenterprisearoundcollaborationandthisissometimesnotthecase.Ourteamsclearlyneedtobeboughtintothebehavioural/culturalelementwhichisaroundwhyweshouldpartner.Howeverwithoutthetrainingandtoolstoenabletoworkinthisnewway,weareadoomedtofailure.WhilstnotashamelessapologistfortheworkoftheInstituteofCollaborativeWorking,oneroutetocollaborativesmartsisthroughthetrainingcoursesthatarerunbytheInstitutethatwehaveusedandwillcontinuetosupportinthemonthstocome.
Towrapup,thereisamixofsoftissues(behaviour,culture,leadership,vision,qualification)thatneedtobeconsideredwhenseekingtoeffectcollaborativeworkingandthesemustbesupportedbysomehardermeasures(relevantgovernance,IS/IT,programme)andbothstrandsneedtobedevelopedinparallel.AcollaborativeculturechimeswithorganisationssuchasBabcockandwewillcontinuetoembedthissharingcultureinourcurrentandfuturecontractualrelationships.Idobelievehoweverthatforus,andperhapsformanyotherorganisations,theachievementofBS11000underwrittenbytheInstituteforCollaborativeWorking,isnottheendofthepartneringjourneybutthestart.
Tim.Redfern@babcockinternational.com
Partnering in Babcock – one year on
Tim Redfern, Babcock
46 The Partner – May 2015
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Building great collaborative relationships into the future
Atkinsasanorganisationhasreinventeditselfanumberoftimesovertheyears.Notonlydowewanttoremainfresh,excitingandchallengingforourstaffbutitisvitalthatwecontinuetogettoknowourclientsbetter,understandtheirneedsandprovidethemwiththebestsolutions.
CurrentlyAtkins’UKbusinessisgoingthroughatransformationalchangethatwillseesixbusinessunitsturnedintofour,larger,divisions.TheRailandHighways&Transportationbusinesseswillbemergedintoa3,000strongTransportationdivision.TheManagementConsultantsandDefence,AerospaceandCommunicationsbusinesswillalsobecombined.Allourdivisionsaremovingtoafullyembeddedmatrixstyleorganisational
model.Thesechangeswillmakeourregionmoreagileandabletomeetourclients’futureneedsandrequirements.Todothis,collaborationacrossAtkins,withourclients,partnersandoursupplychainiskey.
Sofarthetransitionisgoingwell:movingstaffintotherightpartofthebusiness,ensuringbudgetsareinplaceandmakingsuresystemsworkeffectivelyarestraightforwardtasks.Thechallengingworkstartsnowaswedevelopandbuildournew‘socialsystem’–thevalues,beliefsandbehavioursthatwillensurethedevelopmentandsustainabilityofgreatcollaborativerelationshipsnowandinthefuture.Thisisbasedaroundfourkeythemes:
•Clientcentricity–focusingonattractivemarketsandbuildingbroaderclientrelationships.
•Improvedinnovationandknowledgeexchange–sharingandbuildingadditionalvaluewithourclients.
•Strategicresourcing–gettingtherightpeopleontoclientworkirrespectiveoflocation.
•Activemanagementofrevenuestreams–securingmoreoftheworkwewanttowin,deliveringitbetterandpursuinglarger,morecomplexandmarginrichprojects.
Allofthisisbuiltongreatrelationshipswhichinturnareonlysuccessfulifweworkhardatdeveloping,sustainingandgrowingthem.Thismeanschangingthewaywebehave,adaptingthewayweworkandembeddingcollaborativecompetences,valuesandbehavioursineverythingwedo.
Itallsoundseasy–justdoit!However,sometimesthehardestthingtochangeisstaff’sbehaviour.Peoplegetusedtoworkingacertainwayandsuddenlytoaskthemtochangeisachallenge.Toaddressthiswearegivingstaffregularupdatestoexplainwhythechangesaresoimportantaswellasprovidingexamplesofwheredifferentbehaviourshaveresultedinadramaticimprovementinresults.Otherfactors,suchasmakingiteasiertoshareknowledgeandinformationandensuringthatallourleadersbehavecollaboratively,arecriticaltothistransitionandthisisjustthestartingpoint.
Transformationalchangesacrossanyorganisationarenotdoneovernightbutwearebuildingonasolidfoundation,havingbegunourBS11000journeyfouryearsago.OurvisionisthatintheAtkinsofthefuture,ourapproachtocollaborativeworkingwillbeembeddedwithinourprocessesandthewayweworkandthatwewillallbeawareofthevaluethatcollaborativeworkingcanbringtoourorganisation.Overthecomingmonthsourstakeholderswillstarttoseeafundamentalchangeinthewayweoperateaswestrivetounderstandandworkcollaborativelywithourclients,partnersandsupplychain.Thiswillenableustodotheworkwewanttodo,provideourstaffwithinterestingprojectsandhelpustoinnovateandgrowalongsideourclients–whilstkeepingtheBoardandourshareholdershappy.Watchthisspace!
Jill.Clancy@atkinsglobal.com
Jill Clancy
Working in partnership delivers exceptional resultsWe think that collaboration starts with being open:with our clients, to sharing ideas, to new ways of doing things.
Staffordshire Alliance delivery partner BS 11000 certification
www.atkinsglobal.com
48 The Partner – May 2015
Stuart Crawford
Clear communication = great collaboration!Howquicklytimemoves–ItfeltlikeyesterdaythatI‘penned’anarticleforthe2014editionofThePartnerpublication.ThatyearhasseenevenmoreemphasisfromLockheedMartinUKonensuringweworktohavetherightcollaborativerelationshipsinplacewhilstconductingourselvesconsistentlyanddemonstratingthevaluesandbehavioursourorganisationalwaysaspirestouphold.
AsIreflectonthepastyear,oursuccessesandchallengeshavealwaysbeenunderpinnedbytheneedtoengenderrelationshipsthatsupportdeliveringwhatourcustomersrequire.Ofcoursewestrivetodothisthroughflawless
performance,butweareacutelyawarethatwithoutstrongrelationshipsacrossallouractivities,we’dbesettingourselvesupforfailure.
2014 Updates Wecontinuedtogrowatasignificantratein2014,newcontractswithbothexistingandnewcustomersandfurthergrowththroughacquisitionallcontributingtoahugelysuccessfulyear.Thisalsosawusfocusonevolvingourcollaborativerelationshipsfurtherstilland,withthecommitmentofourSeniorLeadershipTeam,acoreCollaborativeWorkingGroupwasformed.TheCollaborativeWorkingGroupquicklyestablishedguidingprinciplesandbusinessrhythmwitharesponsibilityforembeddingourdesiredrelationshipbehavioursintoourcultureandraisingtheknowledgeandbenefitsacrossourworkforce.Thiswasonlypossiblewiththetotalcommitmentofourleadersandtheirunwaveringsupport.
Howhaveweachievedthis?Itisanongoingactivity,butcommunicatingthevisioniskeyandinternalmediachannelsvaryfromIntranetnewsarticlestoupdatingemployeesdirectlythroughfloweddowncommunicationsatemployeeandall-handsmeetings,toregularupdatesonEurekaStreams(ourinternalTwittertypefeed)–thiscomingfromasocialmediaphilistine!
Wealsoraisedtheprofiletoouremployeesbyincludingtheawarenessinourannualperformancecycle,againflowingdownthiscommitmentfromtheleadershipwithinourorganisation.
Oneofourmajorcontractwinsin2014sawusprovideafull-timerelationshipmanager,MalikUsmahHaleemaspartofourapproachtomanagingtheprogramme.Theroleprovidedadditionalcollaborativeandpartneringfocus,essentiallyfromdayoneofthecontract.UsmahisalsoawelcomememberofourCollaborativeWorkingGroupandwaspleasedtocomposeanarticleonherroleasarelationshipmanagerforthiseditionof‘ThePartner’.
Closing ThoughtsIhadthehonourofrecentlydeliveringanindustrypresentationatTheUniversityofWarwick,aspartofanMScpilotmoduleinCollaborativeLeadership.Theinsightfulquestionsfromtheaudiencewerefocussedasmuchonwhatweneedtodotokeepmovingforward,aswellaswhatwehadlearnedonthisjourneytodate.Theenthusiasmandperspectivesoftheclassstronglyemphasizedthatworkinginacollaborativeenvironmentwhereallpartiescanprosper,doesnotjusthappenbychance,ittakesdeterminationandstrengthofleadershiptoensureallpartiesfeelvaluedandsuccessfulintherelationship.
Finally,onbehalfofLockheedMartinUK,IwouldliketocongratulatetheInstituteforCollaborativeWorkingonitsachievementsinreachingtheir25thanniversary–WELLDONE!
stuart.j.crawford@lmco.comFOU
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CollaborationthroughteamworkisessentialformanyofLockheedMartin’scustomers–irrespectiveoftheareainwhichtheywork–asitenablesthedeliveryofcriticalproductsandservices.
AsaBusinessRelationshipManagerwithinLockheedMartinUK,Iworkwithmultipleorganisationsofvaryingsizesandexpertiseandrecognisetheimportanceofcollaboration.I,likecolleaguesacrosstheorganisation,understandweneedmorethanwell-definedcontractualconstructstoestablisheffectivecollaborativeworkingrelationships.
ManyofLockheedMartin’sbusinessprocessescomplementtheBS11000CollaborativeBusinessRelationshipsframework:
FullSpectrumLeadership(LockheedMartin’sLeadershipStandard)
BusinessDevelopment
CaptureExcellence(ProposalManagement)
CommercialPartnering,
ProgrammeManagement
SupplierManagement
OperatingExcellence(LeanSixSigma).
TakingourexistinginternalprocessesIhavealignedthemtowithBS11000anddevelopedapproachesfor:
‘BreakingtheIce’,
DefiningrulesofEngagement,
ExecutingSharedObjectives,
MonitoringthePerformanceofRelationships.
Nomatterwhattheprogramme,oftenwecanbeworkingwithmultiplepartners(primeintegrators,sub-contractorsandkeysuppliers)tomeetacustomer’sneeds.Thecriticalinitialtaskisto‘BreaktheIce’betweentheseorganisations.
Eachprogramme’sstakeholdergroupisuniqueandbyworkingwithindependentBS11000FacilitatorsandBehaviouralAnalysts,Ihavedesignedandexecuteda‘Kick-Off’Workshopthatcanbetailoredtosuittheneedsofdifferentprogrammesandstakeholders.Itseekstodevelopacommonunderstandingandcommitmenttocollaborationbetweenallthepartnerorganisationsincludingcustomers,byenablingthemtoseethepowerofcollaborationinafunandfriendlyenvironment.
‘Kick-Off’Workshopspresentnumerousplanningchallenges,howeveramethodicalandcollaborativeapproachtoorganisetheseeventsiskey.Priortoholding‘Kick-Off’WorkshopsIprovideBS11000Awareness&WorkshopOverviewbriefingstoProgrammeManagersfromallorganisationsandgaintheirbuy-inandapprovaltoholdtheworkshop.
An evolving, collaboration journey. . .
Usi Haleem, Lockheed Martin
‘It is the long history of humankind (and animal kind, too) those who learned to collaborate and improvise most effectively have prevailed’
CharlesDarwin
By ‘Breaking the Ice’, developing Collaboration Charters and measuring the Maturity of Relationships, I believe the Lockheed Martin Relationship Management approach is in line with BS 11000 Collaborative Business Relationships framework and establishes a strong collaborative working experience for all companies involved, where the core principles for collaborative working are: § Development and agreement of shared objectives so the team is always aligned.
§ Providing leadership which is able to operate effectively across corporate agendas and cultures.
§ Creating the right environment which will promote collaborative working and recognise individual contributions.
§ Developing the core collaborative competencies and skills that will build, maintain and promote appropriate behaviours that will underpin collaborative performance.
Bringing people together and getting them to start, and then maintain, a dialogue while working alongside one another, as well as having clarity around shared objectives, means that the relationships develop and evolve, to the benefit of all in involved – all aligned to a recognised collaborative working approach.
malik.haleem@lmco.com
Contract • Objectives & Scope
• Deliverables & Performance • Terms & Conditions • Risks & Rewards
Partnering Charter • Joint Vision & Values
• Critical Success Factors • Governance • Behaviours
Operating Practice • Manage Relationships • Exploit Knowledge
• Create Value • Drive Innovation
Systems & Process • Drive Objectives • Monitor Progress
• Enhance Communication • Measure Performance
Collaboration
50 The Partner – May 2015
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Theprimarytaskduringthe‘Kick-Off’Workshopsisfortheteamtoagreeonwhatcollaborationisanditsbenefits.
Allpartnersrequirerulesofengagementthatsupportdeliverythroughouttheprogrammelifecycle.Managementstructuresandcontractmechanismsarealsorequiredtofacilitate,monitor,encourageandgoverntheworkingrelationships.Withthisinmind,thesecondpartofthe‘Kick-Off’WorkshopfocusesondevelopingMulti-OrganisationCollaborationChartersthatinclude:sharedvisions,objectives,valuesandbehaviours.
Aswithanyotherareaofaprogramme,thehealthandperformanceoftherelationshipneedstobemeasured,monitoredandimproved.TheLockheedMartinSupplyChainRelationshipMeasurementMatrix(RMM)toolandprocesscanbeusedtomeasurecohesionandpartneringattributesbyundertakingregularassessments.Resultscanbenormalisedtoprovideaninformedperspectiveonthemetrics.Thepurposeofthenormalisationprocessistounderstandthecontextandrootcausesofanomalousevents,suchthatexceptionalincidentsorprevailingcircumstancesdonottriggerinappropriatecorrectiveactions.AnydeviationfromthebaseRMMmetricswillbeformallyrecordedandapprovedbytheProgrammeManagersandsupportcontinualimprovementonafrequentbasis.
By‘BreakingtheIce’,developingCollaborationChartersandmeasuringtheMaturityof
Relationships,IbelievetheLockheedMartinRelationshipManagementapproachisinlinewithBS11000CollaborativeBusinessRelationshipsframeworkandestablishesastrongcollaborativeworkingexperienceforallcompaniesinvolved,wherethecoreprinciplesforcollaborativeworkingare:
Developmentandagreementofsharedobjectivessotheteamisalwaysaligned.
Providingleadershipwhichisabletooperateeffectivelyacrosscorporateagendasandcultures.
Creatingtherightenvironmentwhichwillpromotecollaborativeworkingandrecogniseindividualcontributions.
Developingthecorecollaborativecompetenciesandskillsthatwillbuild,maintainandpromoteappropriatebehavioursthatwillunderpincollaborativeperformance.
Bringingpeopletogetherandgettingthemtostart,andthenmaintain,adialoguewhileworkingalongsideoneanother,aswellashavingclarityaroundsharedobjectives,meansthattherelationshipsdevelopandevolve,tothebenefitofallininvolved–allalignedtoarecognisedcollaborativeworkingapproach.
malik.haleem@lmco.com
Awareness & Workshop Overview briefings to Programme Managers from all organisations and gain their buy-in and approval to hold the workshop. The primary task during the ‘Kick-Off’ Workshops is for the team to agree on what collaboration is and its benefits:
Attribute Shared View of Collaboration Benefits of Collaboration
Purpose & Goals
− Clearly stated. − Solid & attainable. − Aligned with program plans & priorities. − Commonly understood & accepted. − Provide perceived benefit for all.
− Want to work towards a common goal.
Characteristics − Mutual respect & trust. − Inclusive and diverse. − Ability to compromise.
− Understand and respect for each other’s organisation expectations/limitations and compromise when preferences of all organisations cannot be met.
Structure & Governance
− Adaptable, structure & policies. − Parity; planning & decision making. − Defined roles across organisational
boundaries. − Formative and summertime evaluation.
− Resources empowered to own deliverables.
− Ability to sustain program in the midst of organisational commercial constraints.
Environment − Recognise & accept complementary
and competing factors between organisations.
− Identified collaboration focus areas and boundaries.
Communication
− Open & frequent. − Established formal & informal links. − Planned and monitored for
effectiveness.
− Cohesive group working.
Resources − Deducted & continuing. − Skills sufficient for activities. − Shared by organisations based on plan.
− Increased availability of resources and skills development.
All partners require rules of engagement that support delivery throughout the programme life cycle. Management structures and contract mechanisms are also required to facilitate, monitor, encourage and govern the working relationships. With this in mind, the second part of the ‘Kick-Off’ Workshop focuses on developing Multi-Organisation Collaboration Charters that include: shared visions, objectives, values and behaviours. As with any other area of a programme, the health and performance of the relationship needs to be measured, monitored and improved. The Lockheed Martin Supply Chain Relationship Measurement Matrix (RMM) tool and process can be used to measure cohesion and partnering attributes by undertaking regular assessments. Results can be normalised to provide an informed perspective on the metrics. The purpose of the normalisation process is to understand the context and root causes of anomalous events, such that exceptional incidents or prevailing circumstances do not trigger inappropriate corrective actions. Any deviation from the base RMM metrics will be formally recorded and approved by the Programme Managers and support continual improvement on a frequent basis.
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S Partnering for SuccessNATS, a global leader in innovative air traffic solutions, handled over 2.1 million flights in 2013/14 covering the UK and eastern North Atlantic and carried millions of passengers safely through someof the busiest and most complex airspace in the world.
Safety is NATS’ first and foremost priority but we are also required to provide our services in an efficient and cost effective way.
We have a world class reputation earned by our commitment to deliver the highest levels of customer service.
We recognise that our business success is enhanced through building partnerships with organisations that have complimentary objectives and goals. We have embedded the principles of BS11000 and continue to develop and expand our collaborative approach with our strategic partners.
www.nats.co.uk
NATS4517_A4_AD.indd 1 4/4/12 16:56:14
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Astheworld’scommunicationandtransportsystemshavebecomefaster,easier,cheaperanditsinhabitantswealthier,thedemandforairtravelhasincreasedsignificantly.Sincethe1960sthenumberofflightsacrosstheglobehasgrownbymorethan50%perdecade.
Thereareover8.5millionflightsinEuropeannuallywithprojectionsforflightmovementssettodoubleby2020.Althoughairspacecapacityhasbeenincreasedby80%since1990,furtherdemandcannolongerbemetinthesamewayasitistoday.
Forairlinesthecivilaviationmarketisaglobal,fiercelycompetitiveindustry,characterisedbyhighcosts,lowmargins,highratesofbusinessfailureanddemandthatexhibitsatrendoflongtermgrowthbutshorttermvolatility.
Thegrowthindemandhasspawnedacomplexnetworkofnational,ofteninsular,airtrafficmanagementtechnologies,methodologiesandwaysofworkingwhichhasnotevolvedsignificantlysincethe1960s.DueinparttotheirassociationwithMilitaryandDefenceconsiderations,AirTrafficManagement(ATM)organisationshave
A Single European Sky through Collaboration
beenlargelystaterunmonopolieswhichhavegenerallydevelopedtheirairspaceandassociatedtechnologies,methodologies,andwaysofworkinginisolation.Theglobalmarketischallengingthisphilosophy,andinEuropetheresponseisdrivenbytheSingleEuropeanSkyATMResearch(SESAR)programme.
Joining Up the Sky over EuropeTheEuropeanUnionSingleEuropeanSkyinitiativewaslaunchedin2004withtheintentionofreformingATMinEuropeanddrivingimprovementinperformanceandefficiency.
WithintheSingleEuropeanSky(SES),SESARrepresentsthetechnologicaldimension.ItsaimistodefineandvalidatethenewconceptsthatwillbeneededtogiveEuropethehighperformanceairtrafficcontrolinfrastructureitrequiresanddeploythisthroughoutEuropetodelivertheperformanceoutcomesexpectedunderSES.
Adrian Miller, NATS
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SThe Challenge in the UK for NATSTheDeployingSESARtransformationprogrammeisahugepartofNATS’investmentprogrammeoverthenext10yearsandwilltransformouroperationsinsupportofSingleEuropeanSky.Thethreemainoutcomesoftheprogrammewillbe:replacementofexistingATMsystems;deployingamodernATMplatformthroughourCentresandintroducingconceptsofoperationtoincreaseflexibility,capacityandefficiency.
DeployingSESARrepresentsamajortransformationforourbusinessthatwillchangesystems,conceptandproceduresformanyofourpeople,includingcontrollers,engineersandsupportstaff.
ThetargetsforNATSaretomaximisecustomerbenefitandvalueby:
• maintainingsafetylevelsandensuringresiliencealongsidetrafficgrowth;
• enablingAirlinefuelsavings–£180mp.a.by2019;
• implementingpricereductions–21%within5years;
• workingtoaregulatedrateofreturn;
• transformingourlargecomplexplatform.
Keybenefitsofdeployingtheprogrammewillinclude:
• Anoptimisednetworkwithmoreefficientaircraftroutingandupto25%ofadditionalcapacity.
• Newautomationtoolsforcontrollers,drivingflexibilityandagilityinourOperation.
• Newandimprovedsafetyproductsandservices.
• Environment–improvednavigationthroughoutUKairspace,reducingaircraftfuelburn.
• Improvedserviceresiliencefromthenewplatform,andchangesinmethodsofoperation.
• InfluenceinEuropebydeliveringSEStechnology&outcomesearly,creatinga‘shopwindow’forNATStopursueitsglobalgrowthagenda.
• Increasedcompetitivenessthroughimprovementsinourunderlyingcostbase.
Supply Chain Collaboration is vital to NATS SESAR plansTheeffectivemanagementofNATSsupplychainsisastrategicbusinessactivity,certifiedbytheCharteredInstituteofPurchasingandSupplytoitshigheststandardofstrategicprocurementcapability.AkeypillaroftheNATSSupplyChainStrategyistoestablishanddevelopcollaborativearrangementswithkeysuppliersandpartners.SupplyChainManagementtakestheleadinmanagingtheserelationships,determiningstrategiesbyworkingcloselywithinternalstakeholders.WehavedevelopedabestpracticeSupplierRelationshipManagementprocess,incorporatingsupplierperformancemeasurement&continuousimprovement.OurSRMpedigreeisunderpinnedbymaintainingcertificationtoBS11000since2010.
NATSrecognisedlongagothatcollaborationisimportanttoitsbusinesssuccessandthatbuildingpartnershipswithorganisationsthathavecomplementaryskillsandexpertisehelpustoaddressourlongtermconsiderationsandpriorities.Wehaveinvestedsignificantlyinresourcingthedevelopmentofthesekeyrelationshipstoseekto
Meeting the ChallengeNATShasasolidpedigreeandstrongreputationinAirTrafficManagementandcontinuestolooktoexploititscapabilitiescommerciallytogrowitsbusinessandensurelongtermstability.Todaywehavemultipleoperationsacrossourtwoen-routetrafficcentressupportedbyatried,testedbutcomplextechnologyplatform.TheEuropeanSESARprogrammerunsalongsideNATSledprogrammestore-designUKAirspaceforfutureneeds.Theaimofthe‘DeployingSESARprogramme’istocreateasinglecommonoperationalandtechnologyplatformthatcansupportthebusinessingrowingandleadingthistransformationalchangeinEuropeandbeyond,positioningusasanon-goingworldleaderintheAirNavigationServiceProvider(ANSP)market.
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buildenhancedassociationsbeyondconventionalcustomer-supplier,pursuingopportunitiestoworktogethertowardsachievingcommongoals,generatingmutualbenefitandtypicallysharingrisks&cost.InparticularourstrategicpartnershiprelationshipsarejointlymanagedbyapplyingtherequirementsofBS11000,detailedinajointrelationshipmanagementplan.It’sastructuredapproach,appropriatelydetailedtodelivermutuallyagreedobjectivesandvaluecreationopportunitiesthathavebeenagreedoridentified.
MeetingthechallengesofdeployingSESARbycultivatingtherightrelationshipsensurelongtermbenefitswithpartnersenablingthemtoimproveefficiencyindeliveringNATSandothercustomers’requirements,whilstdevelopingtheircapabilitiestogeneratemorebusinessbyprovidingabroaderrangeofkeysystemsorservicestoNATSonpreferentialpricing&terms.TheseimprovementsdeliverbettervaluetoNATSthrougheconomiesofscale,risktransferandmoreeffectiveworkingpractices,whilstimprovingpartnercapability,revenuesandreputation.
Ourcomplexlegacyenvironment,integrationofCOTS(CommercialOfftheShelf)technologiesandneedforstructuredtransitionrequirecloserstrategicintegrationofourkeypartners/suppliers&‘programmelevel’strategies.Wewillalsobeworkinghand-in-handwiththebusinesstodriveintelligentrequirementsandcertaintyofoutcome–establishingcommoncapabilitiesforthebenefitofmultipleprojects.InparticularwehavedevelopedastrategicpartnershipwithLockheedMartintohelpusonourjourneyfromlegacysystemsandcollaboratingonretainedcapability.
AnotherkeyrelationshipiswithIndratheleadingSpanishITorganisation.TheyaresupplyinganewFlightDataProcessor(FDP)callediTEC–akeysystemthatprovidesmostofthefunctionalityincontrollingairspaceandthefunctionalityforinter-operabilitybetweenANSP’s,andenhancedautomationtoolsforgreatercapacityandflexibility.iTECshouldmeetfuturetrafficdemandswithreducingmaintenancecostsandimprovedresilienceoverlegacysystems.
WearealsocollaboratingwithotherkeyEuropeansuppliersincludingFrequentis(Austria)andAltran(France,UK)ondevelopinganewstrategicHMI(HumanMachineInterface)forControllers,withIndra/NATSworkingalongsidetoensurevalueengineering.
Thesemultiplecollaborationshighlightourmotivationtoestablishabusinesswidecapabilitytoworkwithanddevelopanetworkofleadingedgetechnologyorganisations,securingourfuture.
Future Collaboration NATSwantstobeattheheartofEuropeancollaboration.OurstrategyforSESARisnotlimitedtoworkingwithoursupplychainpartners.NATSworkjointlywithotherANSPs,technologyandindustrypartnerstomaximisecooperationindeliveryofthevisionforfutureEuropeanATMforthebenefitofbothpassengersandtheAviationIndustryalike.
Backin2007,NATSsignedaMoUwithDFSofGermanyandAenaofSpainthatsetoutourcollaborationonthejointdevelopmentofiTEC(interoperabilitythroughEuropeancollaboration),ensuringsharedcostsanddevelopmentwiththewiderEuropeannetworkinmind–maximizingourcollectiveinfluenceinsettingstandardsforthefutureSingleEuropeanSky.ThiscollaborationhassincehasbeenbroadenedtoincludetheNetherlands,withotherkeyEuropeanplayersalsonowinterestedinjoining.
NATShavealsodrawnontheGermanANSP’s(DFS)experienceofdeployingiTECintheirKarlsruheoperationasabaselineforitsowndeploymentatPrestwickforScottishupperairspace,acceleratingimplementationandacceptanceintheoperationasaconsequenceofseeingiTECinoperationanddiscussionpeertopeer.
NATSCustomersandRegulators(CAA/MOD/Airports/Airlines)arekeytoourcollaborativeapproach–weconsult,seekingregularengagementandfeedbackfromthemtoensureweareawareoftheirneedsandexpectations.
UltimatelyweseeawholerangeofcollaborationopportunitiestoharnesstheexperienceandcapabilitythatweacquirethroughdeployingSESARtoadoptforourotherglobalbusinessaspirations.ThesenewwaysofworkingwillundoubtedlychangeourindustryandNATSareproudtobeattheforefrontofthisevolution.
Adrian.Miller@nats.co.uk
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Collaborationcanbreakoutatanytime.Animpromptulunchmeetingmovestothecafterrace–asheafofpapersispickedupbythewindandscatters.But,inmoments,peoplefromadjoiningtablesarepickingupsheetsastheyfloatandtumbleby–collectingthemup,evendashingafterpapersthatspinby.Soonthepileofpapers,abitmuddierandmoredisordered,isbackonthelunchtime,underneathawaterjug.Or,rathermorealarmingly,alonediner,unwittinglycombiningasecondbottleofwinewiththebrutalheatofthesummersun,faintsandslumpsforwardontotheirtable.Theelectricityofcollectiveconcernandactivityisalmostpalpable–peoplerushtohelp,helpthedinerintoamorecomfortableposition,apassingwaiterhurriesacross,theemergencyservicesarecalledifmatterslookserious.
Spontaneouscollaborationbetweenstrangersissonaturaltousthatitiseasytoforgethowremarkableitis.Asfaraswecantell,spontaneouscollaborationisuniquelyhuman.Itisunthinkable,forexample,thatacollectionofchimpswouldsuddenlycoordinatetheiractionsintimeofcrisis,largeorsmall–indeed,itisunthinkablethatacollectionof‘stranger’chimpsinthesamespacewouldevenco-existwithoutoutbreaksofthreats,fearandpossiblyviolence.
Whatdohumanshavethatmakesusabletobea‘collaborative’animal–indeed,thecollaborativeanimal?Onekeyelementisthatwecanspontaneouslyandnaturallyrecognizeeachother’sthoughtsandgoals.Seeingthepapersflyacrosstheterrace,wecanallimmediatelyrecognize
thisisunintentionalandunwanted–andwecancollectivelyhelpgatherthemup.Or,seeingtheslumpeddiner,weimmediateseethattheyhavefainted,andarenotmerelytakingabriefnap;andsothathelpmaybeneeded.Asecondkeyelement,havingspottedananomaly,aproblem,oragoal,isthatwecanspontaneouslycoordinateourreactions.Igrabthesepapers;yougrabthose.I’llcalltheambulance;youcheckthediner’sairwaysareclear.Sometimesweshoutdirectionsandsuggestionstoeachother–oftenitisobviouswhateachofusshoulddo–andwejustdoit.
Mostcollaborationsarenotone-offinteractionsbetweenhandfulsofstrangersofcourse.Weoftencollaboratewiththesamepeople,on(roughly)thesametasks,timeaftertime.Andwhenwedothesamething,orsimilarthings,wefindthatourcollaborationsbecomeincreasinglysmoothandefficient.Eachofusgraduallydevelopsourownroleandresponsibility,wedevelopacollectiveunderstandingofthe‘wayofdoingthings’–inessence,weincreasinglyworkasateam.Andyet,ofcourse,howeverlongweworktogether,flexibilityandimprovisationisalwaysrequired:thenextchallengeisneverquitelikethelastchallenge,afterall.So,forexample,doublespartnersintennisdevelopconventionsconcerningthegoestothenetandwhostandsonthebaseline;footballteamslearntocoordinatetheirattacks,sothatapasscanbedirectedintospaceattheverysametimeasanotherplayerbeginstointothatspace.
Tomakeusbettercollaboratorsstill,webeginto‘formalise’rolesandresponsibilities,thegoalwe
The Collaborative Animal: How collaboration makes people special and organizations possible
Nick Chater, Warwick Business School, Warwick University
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areattemptingcollectivelytoachieve,andtheprinciples,procedures,andwaysofworking,thatwewillusetoachievethem.Webegintostick,mostthetime,thesamerolesandresponsibilities;ratherthanfiguringouthowtodoeverythingfromscratcheachtime;andweestablishwaysofworking–procedures,practices,norms–soweallknowwhoissupposedtodowhat;andhowwearesupposedtodoit.Inshort,webegintocreateorganisations,fromsportsteamsandclubstobusinesses,unionsandgovernments.And,byworkingtogetherinsuchorganisations,wecanachievethingsthatwouldbeimpossibleforusasanuncoordinatedcollectionofindividuals.
Withoutthespectacularhumanabilitytocollaborate,organisationswouldneverhavecome
intobeingatall;indeed,fromthispointofview,wecanseethattheverypurposeoforganisations,ofallkinds,istoenhancecollaboration.Itmaynotalwaysfeellikeit!Theveryorganisationalrulesandrolesthatcanhelpusworktogetherbettercouldtakeonalifeoftheirown–wecanfindourselveshemmedinbyprocedure,crushedbymeetings,andfollowingarigidchainofcommand,ratherthangettingthejobdoneinthebestwayweknowhow.Weneedtofightbackandrememberwhyorganizationsexistinthefirstplace:tocapturetheremarkablebenefitsofworkingtogether.
NickChaterisProfessorofBehaviouralScience.
Nick.Chater@wbs.ac.uk
True collaboration!
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Foreign &Commonwealth Office
Breathing life into infrastructure
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targeted to clients’ needs and demands
Proud to be a new member of the
Institute for Collaborative Working
www.newsdeskmedia.com
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The Partner_Ad.indd 1 12/4/13 13:57:11
ICW – Executive Network Members
Sweett Group applies collaborative working philosophies throughout the business and
through its project delivery behaviours
Collaborative working methods
www.sweettgroup.com
For further information, please contact:
Eryl EvansOperations Director eryl.evans@sweettgroup.com
image reference: LOCIP 2014
Cost management Project management Building surveying Specialist and advisory services
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Michelle Millington, AECOM
AECOM’scombinationwithURSbringsourcompanytonearly100,000employees,operatinginover150countries,withavisiontobecometheworld’spremier,fullyintegratedinfrastructurefirm.Wearedrivenbyacommonpurpose–toimpactlivespositively,transformcommunitiesandmaketheworldabetterplace.
WeembarkeduponourjourneytotheBS11000standardtoprovideastructuredframeworkforthedevelopmentofcollaborativeworkingrelationships,whilstofferingthepotentialtocreateaddedvaluethatcouldnotbesoughtthroughtraditional,stand-aloneworkingarrangements.ForAECOM,collaborativeworkingisnothingnew–indeeditisintegraltosuccessfulprojectdelivery.Theadoptionofastructured,formalanduniversalmanagementsystem,backedandauditedtoaBritishStandard,wasseenasrealinnovation.WerecognisedtheStandardasthecornerstoneofbestpractice,capableoffacilitatingaculturalchangeinourbusiness.BS11000offeredanopportunitytodevelopjointdeliveryprocessesandstandards,and,crucially,toshareriskinordertodeliverfinancialandtechnicalrewards.
ThedevelopmentandimplementationofacollaborativeworkingmanagementsysteminAECOMwasheadedbyMichelleMillington,BusinessAssurance&ImprovementDirector.InherroleasSeniorExecutiveResponsible,Michelleestablishedaworkinggroupofindividualsselectedfromacross
thebusinesstodevelopthetoolstomanageourcollaborativeworkingrelationships.AttheheartofthisisourCorporateRelationshipManagementPlan,whichoutlinesourstrategyforcollaborationandidentifiesthenecessaryprocessestofollowinordertodeliverprojectsinaccordancewiththeStandard.
TheCorporateRelationshipManagementPlanwasdevelopedtofollowtheeightstagesoftheBS11000standard.InputwassoughtfrombothourBusinessDevelopmentandProjectDeliveryteams,inconjunctionwithanumberofcriticalsupportfunctions,toensurefitnessforpurpose.Throughouttheprocess,weactivelyengagedourcertificationpartnertoundertakegapanalysesanddocumentreviews,andincludedaninternalauditoftheproposedmanagementsystemtoidentifyanyshortfallsandimplementimprovements.
WearenowlookingtoimplementonesystemacrossAECOMandtoensurebestpracticesarecaptured.Initialindicationsarethatthiswillbearelativelystraightforwardprocessasbothorganisations’systemsarecloselyalignedtotheBS11000standard.
Eachofourcollaborativerelationshipsisheadedbyarelationshipmanager(oftentheprojectdirector/projectmanager)whoisempoweredtoleadtheprojectandhasresponsibilityforcontrollingworkingpracticesinagreementwith
BS 11000 – See further and go further !
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accessibilitytoinformation,objectivesandprocessperformancemeasuresfacilitatesimprovementandhelpsengendercreativityandengagementamongstcolleagues.
Sincesuccessfulcertificationin2014,wehavebuiltcollaborativerelationshipsacrossourportfolioofwork.AECOMisactivelyengagedinmultiplelarge-valueprojectswhereweplayaleadroleinjointventureandalliancearrangements.Bringingtheserelationshipsinsideourconciseandstructuredmanagementsystemsisdeliveringaddedvalue,andweareusingourcollaborativeworkingexperiencesasaspringboardtosecurefurtheropportunities.Changesinculturesandbehavioursarebeinginstilledinourstafftoallowfurtherefficienciestoberealised.OurBS11000systemisfacilitatingcontinualinnovationsothatAECOMcollaborationsareattheforefrontindeliveringthemostexciting,technicallychallengingandcomplexprojects,andinsupportingourclientssothey“seefurtherandgofurther.” michelle.millington@aecom.com
otherstakeholders.Therelationshipmanagersareexpectedtoresolveanytechnicalconcernsandincorporatelessonslearnedtoaidcontinualimprovement.Relationshipmanagersareappointedbasedupontheirskillsandbehavioursmeasuredagainstapre-determinedstandard.Muchemphasisisgiventobehaviouralmanagement,whichhasmadetraditionalprojectdirector/projectmanagerappointmentsavailabletocandidateswhomaynotpreviouslyhavebeenconsidered.
Technologyhasplayedakeypartinthesuccessofourcollaborativepracticesasitcanbringpeopletogetheracrossdifferentgeographiesandprovideacommonplatformfromwhichtowork.ByprovidingcollaborativeITplatforms,wearebreakingdowncommunicationbarriersandhavebeenabletoincreasetheefficiencyofourdelivery.Wehavefoundthatcollaborativeplatforms–suchasBusinessCollaboratorandProjectWise–areessentialforeffectiveandefficientcollaborationandthatsocialnetworkingtoolssuchasLync,ChatterandYammercanbeusefulforenablingglobalknowledgesharing.Webelievethatwidening
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When people come together, it’s amazing what you can achieve.
THIS IS COLLABORATION
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Working hand-in-hand with our clients and partners, we generate new ideas, set higher standards and deliver projects that benefit customers each and every day.
A trusted partner
skanska.co.uk
linkedin.com/company/skanska
twitter.com/skanskaukplc
youtube.com/skanskauk
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Thecollaborationbetweencontractorandsupplieriswidelyrecognisedasthecornerstoneofanysuccessfulconstructionproject.NowhereisthismorethecasethaninManchester,where,intheopeningstagesofa£1.3billioninfrastructureproject,ourteamtookanewapproachtotheprocurementprocessbyappointingasupplychainbasednotjustontechnicalcapability,butontheirvaluesandhowwelltheycanworkwithus.
Achievingatrulyintegratedteamisn’teasy.However,Skanskabelievesthat,byworkingtogetherwithourclients,partnersandsupplychain,wehavethegreatestopportunitiestomovetheindustryforward.
Working in allianceInrecentyears,economicactivityinthenorthofEnglandhasappliedpressuretothecity’sinfrastructureandgrowthshowsnosignsoffaltering.In2014wewereinvitedtobeginworkontheNorthernHub,aprojectsettotransformtherailtravelexperienceformillionsofpassengersinandaroundManchester.Weareplayingacrucialroleinlinkingthethreecorestationsfortheveryfirsttime–adevelopmentthatwillslashtravellingtimesforpassengersandremovemajorbottlenecksfromthenetwork.
Workingaspartofamulti-contractoralliance,alongsidestakeholderswitharangeofinterests
Building a supply chain based on relationships
Keith Gardner, Skanska
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andexpertise,theabilitytocollaborateandformtightworkingrelationshipsisclearlyapriority.Infact,seekingoutopportunitiestoincreasecollaborationwasapre-requisiteofwinningthecontract.
Theworkwillbelogisticallychallenging.Ahugeviaduct–knownasOrdsallChord–willbeconstructed.Therewillalsobeare-configurationofOxfordRoadstationandafurthertwoplatformsbuiltonanewviaductatPiccadillystation–aswellasthecomplexitiesassociatedwithhandlingaVictorian-erarailway.TheoperationwilltakeplaceinlivestationenvironmentsandwithinthecitycentreofManchester.
Selecting a supplierIt’stakenforgrantedthattraditionalmethodsofprocurementcanevidenceasupplier’sexperience,strengths,andcommercialstability.Wheretheyfallshort,however,isintheirabilitytodemonstratealignmentwithourvalues,relationshipbuildingskillsandall-roundcollaborativebehaviour.
Fromearlyon,thesteelworkcontractwasidentifiedasanincrediblysignificantandcriticalelementoftheconstructionstage,thesuccessofwhichhadthescopetomakeorbreakthescheme.Theworkconstitutesahugepercentageoftheoverallprojectcost,itwouldrequireateamthatcouldintegrateseamlesslywithintheallianceandcontributetooursharedgoals.
Weinvitedshortlistedsupplierstoatwo-dayworkshopwheretheywereindependentlyassessed,notonlyontheirtechnicaloutputs,butequallythewaytheyinteractedwiththeirownteamsandthoseofthealliancepartners.Unlikeanythingwe’vedonebefore,overfiftypercentofthemarksavailablewerededicatedtocollaborativebehaviour.
Reducing costsDuringtheworkshops,participantswereaskedtocompleteseeminglyimpossiblechallenges,suchasappearingontelevisionwithintwenty-fourhours.Ofcourse,theexpectationwasn’tthattaskswouldbecompleted.Wewereassessingtheirattitudeandabilitytopulltogether.Wewantedtoseethedistancetheywouldtraveltoavoidlettingtheteamdown.
Ononeoccasion,suggestedamendmentstoourdesignsavedover£350,000,whichhasbeentakenforwardintothepermanentdesign.Ourapproachmayseemnovel,buthavingtheidealsteelcontractoraspartofourteam,aligneddirectlywithourgoalsfromtheverybeginning,haspaiddividends.
Keith.Gardner@skanska.co.uk
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Cities Unlocked
Kirsty Necker, Guide Dogs
Aswejoinincelebratingthe25thanniversaryoftheInstituteforCollaborativeWorking,weatGuideDogsreflectonthechangesthathaveoccurredwithinourownorganisationduringthistime.
Ifyouweretosay‘GuideDogs’tomostpeopletheywouldverylikelythinkofayellowLabradorinaharnessleadingsomeonewhoislivingwithsightlossthroughthestreetsoftheircommunity:aniconicimage,whichoftenbringsdeepandpowerfulemotionalresponses.
Whileinmanywaysthisisstillourmostrecognisableservice,theimagegivesonlyabriefglimpseintowhatweactuallydoasanorganisation.Ourmission“Wewillnotrestuntilpeoplewhoareblindandpartiallysightedcanenjoythesamefreedomofmovementaseveryoneelse”requiresustobemuchmorethanareactiveorganisation–itrequiresuscontinuallytoassessandupdateourmobilityoptions,‘futureproof’ourservicesandensurethatenvironments(bothrealandvirtual)arefullyaccessibletothosewithsightloss.
Whichiswhyin1990,whiletheICWwasinthestagesofconception,GuideDogsbeganachangeinstrategyandstartedfundingscientificresearchintohumaneyeconditionsandguidedoghealth,includingophthalmicresearch,canineresearchandsocialresearchonthefunctionalityandneedsofpeoplewhoareblindorpartiallysighted.
Theresearchhasbeenusedasthefoundationformanystudiesandforplanningandstrategicpurposes,bothwithinGuideDogsandmorewidely.ResearchfundedbyGuideDogshasledtoprogressinthevisualimpairmentfieldandremainsavitalpartofGuideDogs’strategy.Itstrengthensourunderstandingoftheoverarchingissuesandinfluencesourdecisionsandpriorities.
Akeypartofthisworkisincollaboratingwithotherorganisations.Thesuccessofourstrategydependsonourwillingnesstoworktogetherwithotheragencies,organisationsinthesightlosssector,internationalassistancedogassociations,localandnationalgovernment,commercialbusinesses,pandisabilitygroups,publicsectorgroupsandmanyotherpartners.Itenablesustoensurethatourservicesarecriticalandrelevantandthat,asan
organisation,wearekeyinfluencersandthoughtleadersinourownsectorandalsoonpolitical,campaigningandsocialagendas.
Thisdesiretoactonourresearchfindingsandbeaproactiveorganisationforpeoplewhoarelivingwithsightlossweretwoofthekeyfactorsthatledustodevelopacollaborativeproject‘CitiesUnlocked’(initiallyentitled‘FamilyDay
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Out’)in2012.EarlyintheprojectGuideDogsbegandiscussionswithMicrosoftandkeypartnerstoexplorethepotentialtodeveloptechnologysolutionsthatwouldenablepeoplewithsightlosstonavigatetheirenvironmentandtakepartmorefullyandspontaneouslyintheircommunity.ThiswasdescribedinThePartnerin2013andtheICWwasinstrumentalinbringingabouttheseconceptualtalks.
Workingalongsidecorepartners,MicrosoftandFutureCitiesCatapult,andgrouppartnersNetworkRail,FirstGreatWestern,ReadingBoroughCouncil,ReadingBusesandTescoalongwithtechnologysupplierssuchasNokia,MubalooandAftershockz,wewereabletolaunchthefirstphaseofCitiesUnlockedanddemonstratethatdirectionalsoundscapetechnologyempowerspeoplelivingwithsightlosstogetoutandaboutinourcitiesindependently.TheconceptwaslaunchedatthebeginningofNovember2014towideinternationalmediaandtechnologicalacclaim.
Theresearchthatbackedtheproject(doneincollaborationwiththeUniversityofNottinghamandHelenHamlynAssociates)conclusivelyprovedthataheadsetthatprovidesaudiocues,whichappeartocomefromthedirectionofthepointofinterestandprovideorientationcuesandtheabilitytobespontaneous,hadanenormousimpactonmeasuresofwellbeingandorientationforthoseaccessingthecommunitywithimpairedsightandenabledagreaterunderstandingofthesocialenvironmentaroundthem.
Thefindingswereenormouslyexcitingandtheparticipantfeedbackoverwhelming.WithsupportfromthehighestlevelsofGuideDogsandMicrosoft,wearenowconsideringhowwetake‘CitiesUnlocked’forward.Youcanfindoutthelatestpositionatwww.guidedogs.org.uk/citiesunlockedandviewtheresearchreportandvideodemonstratingthe‘storysofar’.
Wetrulyhopethatthedevelopmentofthistechnologysolutionwillinfluencethewaythatpeoplewhoarelivingwithsightlosscangetoutandaboutintheirenvironmentontheirowntermsandaddtotherangeofmobilityoptionsthatourserviceuserscanchoosefrominthefuture.
FromGuideDogs’pointofviewithasalsodeterminedthat,asanorganisation,wedepend
oncollaborativeworkinginordertodriveanddevelopourwork,anditiswithgreatpridethatwebecamethefirstThirdSectororganisationtoqualifyamemberofstaffinthe‘CollaborativeLeaders’course,withaviewtobecomingthefirstsuchorganisationtoattainBS11000certificationandtrulyproveourcommitmenttoprofessionalandaccountablepartnershipworking.
Thelast25yearshavebeenextraordinaryfortheworld,fortheICWandforthewayinwhichorganisationsconducttheirbusiness.WhateverthefuturethrowsatusinGuideDogsyoucanguaranteethatwe’llbereadytotakeonchallengesonbehalfofpeoplewhoareblindorpartiallysighted–whethertheseareadvancesinmedicalsciencetocureorpreventsightloss,technologysolutionstoaidnavigation,driverlesstransportorembeddedtechnology.
However,whilewetakestridesintothefuture,youcanbereassuredthattherewillstillbealeadingroleforourbestcollaborativepartner–the guide dog!
kirsty.necker@guidedogs.org.uk
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RealityWeliveinachaoticworld,aworldfilledwithuncertainty,instability,limitedresources,ambiguity,incompetence,andconfusion.Wecreate,atthesametimewecriticize,overwhelmingbureaucraciesthatconsumeourlivesandourenergy.Webuildincreasinglycomplexthings,machines,transportationsystems,buildings,andweaponsthatrequireincreasinglyskilledpeopleandprocessestodevelopandoperatethem.Allthisinduceshugeamountsofinefficiency,threatensoureffectivenessnomatterourbusiness,createsdangerthroughouttheworld,andunnecessarilyconsumesenormousresources.
Sowiththatopening,youmustthinkIbelievetheendoftheworldisuponus.Well,Idon’t.Instead,Ibelievetheworldisourstomake.Weareinapivotalmomentinhistoryandmuchisridingonourabilitytounderstandtherealityofthismomentandappropriatelyreacttoit.Toovercomethechallengeswefaceandshapetheworldintowhatwewantittobewillnotbeeasy.Butbeinghardisnotanexcuseforinaction–infact,beinghardhasneverbeenagoodexcusefornotdoingtherightthing.
Butyouactuallyalreadyknowthis,theremaynothavebeenmanywhohavespokenthesewordsinexactlythisway,butyouknowit,youfeelandseeitallaroundyou.
AllyouhavetodoispayevenalittleattentiontothesituationsinIraq,Iran,Afghanistan,Russia,Ukraine,WesternPacific,Africa,andinourboardrooms,onourproductionfloors,inourclassrooms,onourtelevisions,inourgovernments–youseeitandyouknowit.
Now,Icouldsay,let’sjustallworkitout–let’sbringeverybodytogetheronanyinfinitenumberofproblemsandjustworkthroughthem–howsimplethatsounds–surelythatwouldwork?Buthaven’twetriedthatbefore?Andyethereweare,stillfacingsomeofthemostvexingproblemswehaveeverfaced,andwithlittleprogresstoshowforourefforts.Infact,attimesitseemsthatwearerelivingsomethingswethoughtwehadsolved,onlytoseethemre-emerge.Howisthispossible?Whydowetoleratethis?
Reality, leadership, and collaboration
John Johns, US Department of Defense
Thefactiswetoleratetoomuch-wetoleratemediocrityorevenincompetence;wetolerateliesandhalf-truths;wetoleratesingularlyfocusedself-interest;wetoleratepoliticalexpediency;wetolerateanyotherinnumerabledemonstrationsofmisbehavior.Inthisdomain,let’snotconfuseflexibilitywithtolerance.Certainly,weneedtobeflexibletoseeotherperspectivesandacceptalternativepaths.Andweknowflexibilityisakeyingredientincollaboration.Butthatdoesn’tmeanweneedtotoleratethingsthatarefundamentallywrong,thingsthatwillleadusdownthepathtoruin–inthesecases,wemusthaveabsolutelynotolerance–notoleranceforincompetence,notoleranceforthosewithoutintegrity,andnotoleranceforself-interestthatoverridesthegreatergood.
LeadershipChangeiscoming–infact,changeisuponus,andwecaneitherlead,orfollow–butwewillnotbeabletogetoutoftheway.Andourpastsuccesses,nomatterhowremarkableandnoteworthytheymaybe,willnotbegoodenoughtosecureourfuture.Wewillneednewlevelsofflexibilityandagility.Wewillneednewprocessesthatarelinkedfromanoperatingunittoourheadquartersthatcanturninsideevolvingconditionsandenableacorrespondingevolutioninstrategyandtactics.Wemustembracepowerfulgoalsthatdriveinnovation,thatincludenotonlymajorcostreductionsbutalsoradicalperformanceimprovements.Wemustpursuethisdirectlyandwithasenseofurgency–tomissthis,wouldbeaseriousmistake.Weriskcampaignsuccess;weriskbusinesssuccess;werisksecurityofournations;weriskourfuture.
Inthismoment,andinthefuture,werequireleaders.Werequireleadersthatarecapableofseeingnewpatternsincomplexityandconflictandapplyingnewmethodstoachieveunconventionaloutcomes.Weneedleaders,atalllevels,thathavenotoleranceforstatusquoandmediocrity.Weneedleaderswithcompetenceandcourage,withtheabilitytolearnandadaptquickly.Weneedleadersthatarecomfortablemakingdecisions,andtakingactioninthefaceofsignificantambiguity,
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unclearguidance,andnearimpossibletimelines.Weneedleadersthatknowhowtogeneratebothunityofcommand,and,unityofeffort.
Ourleaderswillneedtobypassorbreakdownold,irrelevantprocesses,andunleashwavesofinnovation.Andweknow,innovationhasnopredeterminedallegiancetoanyoneoranyorganization–itbelongstothosethatunderstandtheirbusiness,thataredrivenbyavisionofwhatcanbe,notwhathasbeen.Weknowinnovationisperishable,itmustbeencouragedandprotected,itmustinvolvethoseateverylevel,ineverypartofourbusiness,anditmustberecognizedandrewardeduntilitbecomesapartofourculture.
Thisdoesn’tmeanweabandontradition,becausethereispowerintradition,buttraditioncanandmustinvolveinnovation.Thiscanperhapsbeseenbestwhenweexamineourmilitaryinstitutions.Infact,fromtheearliestdaysofournations,ourmilitarieshavehadahistoryrichinduty,honor,courage,andvictory.Andourdominanceofeverybattlefieldonwhichwestand,theaironwhichwefly,andtheseasonwhichwesail,isrootedinboththemasteryintheartofwarfare,andintheexploitationofinnovation:innovationinstrategyandtactics,inprocesses,andinweapons.
Itissaidthatfortunefavoursthebold.Thetruebreakthroughs,themajoradvancements,theunlikelyvictories,comefromthosethatseewhatcanbe,thatseekanewfuture,thatarefearlessin
pursuingit.Thisinfactisourduty,ourcovenant,oursacredpromise,toproduceresultsthatarerequiredbyourmilitariesandourcountriestofight,andwin,onanybattlefield,ofanykind,atanytime.Thisisnodifferentinourboardroomsandinourdutytothepublicandshareholdersalike.
Butboldnessisnotenough.
CollaborationItremainsallourdutytorecognizeandcontributetothegreatergood.Wemustbeabletounderstandtheinterestsofothersandexercisetheflexibilityandskillinaccommodatingthoseinterests,whileprotectingourown.
Andjustbecausewecanseetheneedforcollaborationdoesn’tmeanwecanjustwishitintobeing.Thereisasciencetocollaborationandwemustbewellpracticedatit.Infact,weshouldallbeexperts,becausewemustacceptthesimplefactthatnotrulygreatthingisachievablewithoutothers.Nogreataccomplishmentwas,oreverwillbe,possiblewithoutcollaborativeeffort.Infact,themorecomplexathing,themorechallengesweface,themoredisciplinesareinvolved,themoreintegrationisrequired,andthemorecollaborationisdemanded.
Itistimeforcollaborationbasedonrespect–respectforwellarguedpositions–respectforexpertise–respectforremarkableperformance.
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Itistimeforcollaborationrootedinbothartandscience.Itistimetoputinplaceprinciplesthatbindusbycovenants,andnotjustcontractsorlegaldocuments.Itistimenottobejustpractitioners,butinstead,expertsandevangelists.ThesciencecanbeseenintheknowledgeembodiedinstandardssuchasBS11000.ThisStandardsubstantivelyadvancesourunderstandingoftheessentialelements,frameworkandprocessesoftruecollaboration.Practiceofthisscienceenablesustoestablishsuccessfulcollaborativebusinessrelationships,maturethoserelationships,recognizeandmanagerisk,createexceptionalvalue,anddrivecontinuousimprovementtowarduncommonresults.
Butwhilethisscienceisnecessary,itisnotsufficient.Weneedthe“artist.”Weneedtheartisttoapplytheprinciplesofthisscience.Likeanygreatpieceofart,itisnotsimplyacollectionofcanvasandpaintappliedinthecorrectorder.Thereisaningredientthatcanonlybeprovidedbytheartist.Aningredientthatdifferentiatesacommonworkfromonethatisuncommon.Whatmakesrelationshipssodifficultisthatmorethanonepersonispaintingonthecanvasatthesametime,andstilltheresultmustlookasthoughonlyoneartistheldthebrush.Weneedtheartists:weneedtheleadersthatknowthisandhavetheskilltoexecuteit.Andthisisuncommon.
Itistimecarefullyandruthlesslytochoosetheseleaders–leadersthatunderstandwhatIhavejustsaid–leadersthatdemonstrateextraordinarycourage,honour,determination,andjudgment
–leadersthatunderstandhowtonurtureandprotectinnovation–leadersthatunderstandandcanenablecollaboration–foritwillbeonlythoseleadersthatwilltakeustonewheightsofperformanceandtodeeperconnectionsbetweenallpartiesnecessarytosolvethemostcomplexproblemsofourtime–itwillbeonlythoseleadersthatwillmoveusaggressivelyforwardintherightdirection,intolerantofmisbehaviorandrelentlessinthepursuitofexcellence.
Thereisnogreaterexampleofthisfusionofscience,artandleadershipthanintheworkenabledbytheInstituteforCollaborativeWorkingandDavidHawkins.Theyserveasmodelsforusalltoemulateasweattackthemostpressingproblems,forgecriticalrelationships,andsetourfuturedirection.
Our FutureThepivotalmomentisuponus.Thefutureisourstoshape,andmakenomistake,thehighcourtofhistorywillholdeachofusaccountable,withthelivesofthosewesendtostandonfuturebattlefieldsandthenationalandeconomicsecurityofourcountries.
Yourepresentthegreatestcountriesintheworld.Whatmakesusgreatisourinabilitytoacceptaseeminglyunsolvableproblemorunsurvivablesituation–infact,welovethem–weseekthemout–becausewemust–theworlddemandsit-wedemanditofourselves.Wearecompelled.
john.b.johns.ciu@mail.mil
John JohnsDeputyAssistantSecretaryofDefense(Maintenance)
Mr.JohnsisresponsibleforoversightoftheU.S.DepartmentofDefense’s$80BMilitaryequipmentandweaponsmaintenanceprogramme.HehasservedtoursinbothIraqandAfghanistandevelopingthecapabilitiesoftheIraqiandAfghanNationalSecurityForces.HeledU.S.NavalAviationIntermediateandDepotMaintenancewherehewasresponsibleforaworkforceof16,000militaryandcivilianpersonnelandtheannualmaintenanceandrepairofover700aircraft,5000enginesandmodules,and500,000components.Mr.JohnswasalsoresponsibleforthemaintenanceandrepairofallArmyAviationandMissileSystemsredeployedfromIraqandAfghanistanintheearlyyearsofthetwowars.HeholdsaBachelorofSciencedegreeinAerospaceEngineeringfromPennsylvaniaStateUniversityandaMaster’sdegreeinAeronauticsandAstronauticsfromPurdueUniversity.HeisalsoagraduateoftheNationalSecurityManagementProgramfromtheU.S.NationalDefenseUniversity.
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www.siemens.co.uk
Engineering the future of BritainWe are committed to investing in UK manufacturing, technology and skills
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Together we grow
Dietmar Harteveld, Head of Supply Chain Management (SCM), NW Europe:Growthisoneofthekeyagendaitemsformanyorganisations:thisappliestoSiemens.Wealsounderstandthatknowledgeinthetotalsupplychainisanimportantelementtosupportgrowth,whetherthisknowledgeisprocess,businessorinnovation,allarekey.
WithinSiemensSCMintheUKwehavedecidedfurthertoembracethatthroughknowledgesharingwefacilitategrowthinthewiderSiemensorganisation.TappingtheextensivenetworkofoursupplybaseandmakingthismoreaccessibletoboththesupplychainandtheinternalSiemensorganisationdrivesourSCMmotto“TogetherweGrow”.
Dave Campbell, GS / LO Category Manager:IthinkitisreasonabletoassumethatmostorganisationsengagingwithBS11000arecustomerfacingyetformanyprocurementfunctions‘SupplierCollaboration’remainsanenigmaandanuntappedopportunityinourpursuitofcontinuousimprovementandaddedvalue.
Wewerenodifferent:ourSupplierRelationshipManagementprocesswastooonesided,definingourcategoryobjectiveswithouttappingintothesupplierknowledgeandexpertiseandfocusingonareasofimprovementagainstsuppliernon-conformances.
Todaywearechangingourapproachtosuppliers.BS11000hasprovideduswithanexcellentstructurebut,perhapsmoreimportantly,achangeinourculturalthinkingastohowweengagewithoursuppliers.Wearenowfarmoreopen,notonlysharingourstrategicobjectivesbutallowingthemtoinfluencethem.Wearemoretransparent,openandlooktodevelopacultureoftrustandthedevelopmentof‘joint’managementplans,incorporatingbothourobjectives,hasbeenakeyenablerinthisregard.
Wehaveimplementedthisapproachwithover40keystrategicsupplierstodateandourfocusisnottoextendthistoanunmanageablenumberbuttobuildonthefoundationsofthegrowingrelationshipssupportedbyalevelofexecutivesponsorshipthathaspreviouslybeensporadicatbest.
Ofthe40suppliers,wearecurrentlyonlyintendingtoachieveBS11000certificationagainst2suppliers.Thismayseemsomethingofananomaly,butcertificationisnotthepinnacle:itisourculturalchangetoSupplierCollaborationwhichincorporatesmanyoftheingredientsfromthisexcellentStandardthatisnowdeliveringtheaddedvalueweoncedesired.
Dietmar Harteveld, Siemens
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Graham Jones, Head of FM Business Improvement, Siemens Real Estate:What does this mean Operationally?Asthepersonthathastoworkwiththepartnersonadailybasismyexperiencesaysthatalliswellwiththesebusinessrelationshipsaslongasperformanceanddeliverylivesuptoexpectations.Howeverwhathappenswhentheserviceisnotuptostandardandimprovementsareneeded?
Idon’tbelievethatourpartnershipwithoneofthesupplierswouldhavelastedwithouttheprinciplesagreedinourquestforBS11000.
Beingabsolutelyfrank,it’sduetotheculturewehavedevelopedandtheprocessesputinplacethathas
allowedustobehonest,worktogetherandputthecontract“backontrack”.
Iampleasedtosaythatajointlymanagedimprovementplanisnowpayingdividendsandservicelevelsareimprovingandarenowveryneartothelevelrequired.Allstakeholdersareoptimisticthatwewillsurpassthetargetsandbeinapositiontodelightcustomers.
Makenomistake,ifforanyreasonservicelevelsdonothitthemark,aspartofourimprovementplanwedohaveajointexitstrategy.Hopefullyitwon’tcometothatbut,notwithstandingthis,allstakeholdersareundernoillusionsofnonperformance.
InthefuturewehopetogrowtheBS11000certificationbyinvolvingothersuppliersandindeedourcustomers,sharingtargetsandfocusingontheendcustomer’svision.
When you include honesty, integrity and – most of all – having fun, who wouldn’t want to work this way!
Dietmar.Harteveld@siemens.com
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David Mason and Katja Schipperheijn, Frost & Sullivan
Doyousometimeswishthatyourorganisationallowedyoutonetwork,aswellascollaboratewithandlearnfromyourcolleagues,inthewaythatyoudowithyourfriends?Inthisarticleweexaminetheevolutionoftechnologyplatformsandsuggestthatalearningcultureneedstodeveloptosupportthepotentialthatcanbegainedfromsuchmethodsofcommunication.
Theneedforplatformshasgrown,duetoglobalizationandthedesiretoadaptcorporateconversationsfromtopdownone-directionbroadcastingtocollaborativemulti-wayinclusion.Employeesneedtobecomeengagedinanewsocialthinkingstrategytocreateasustainableclimateforpersonalandcorporategrowth.
Corporateintranetswerefirstintroducedinthe1990sandareatthispointin2015anormalbutratherold-fashionedmedium.Acloserlookatwhatintranetswereandarebecomingwillrevealthatnotonlyhasthemediumundergoneaconsiderableevolution,butalsothewayemployeesworkanddecisionsaremadeisevolvingrapidly.Increasinglyweseecompanieswantingtousetheknowledgewithintheirorganizationtothefullestextentandasapotentialmeanstogaincompetitiveadvantage.Thismeansyouneedthecapabilitytoharvestalltheknowledgeinacompany,someofwhichislocatedinstructuredandeasilyaccessibleformats,butmostlyinunstructuredformats,suchasemailsandfilessavedonharddrives.
Goingbacktothe1990s–andlookingattheevolutionthatthefirstintranetshavegonethrough–weseeatrendtowardsgreaterinteractivityandcollaborationinfourstages.Asyoureadthisarticleyoucanmapyourorganizationalfitandwhere,potentially,youmaywishtofocusfuturetechnologyandworkingprocessdevelopmentformoreeffectivecollaboration.
1. Data RepositoryInitsinitialformwecouldstatethatshareddatabaseswouldbethefirstintranets.Protectedbyfirewalls,acollectionofdocumentsismadeaccessibleformembersofthesameorganizationor
community.Thosecontentmanagementsystemsaremaintainedbyadministrators(ITdepartment)andcurrentlystillinmanycaseshostedoncorporateservers.Theycontainstaticcontentanddataismoreimportantthantheconversationorthesharingofknowledge.
2. Broadcast of NewsInthenextstageweseecompanieslookingforwaystogettheiremployeesengagedarounddata.Inthisstageleadersrecognizethevalueofemployees’involvementindecisionmakingandwanttohearinternalnewsdirectlyandnotviapublicmediachannels.
Setsofmessagesarebroadcastthroughinternalchannels.CommunicationManagersgetasignificantrolewithinorganizations:theyneedtogetthestrategyandmissionofthecompanyouttoallpeopleinvolved.Themessageissentbutisthemessageunderstood?
3. Interactive CommunicationsThecrucialstepinallorganizations–andintheevolutionofintranets–establishesitselfwhenallemployeescanengagedirectlywithbothsitecontentandcorporateconversationswithoutbeingpartofasilosuchasanITorInternalCommunicationsDepartment.
Thisiswhentheintranetandtheorganisationtakethesocialpath.Usersgetthechancetoshare,rateandevencommentonblogs,beingpartofcorporatestrategyandinternalcommunications.Theybecomepartofthedecision-makingunitofthecompany,areinternalcommunicatorsandreplaceITadministration.Silosstartdisappearing.
Asfarassupportingplatformsareconcerned,weseethatcontentmanagementsystemsarelinkedtochatrooms,broadcastsitesgetsocialfeatures,discussionforumsarecreated;thishelpstofacilitatecommunicationacrosstheorganisationalboundaries.However,newtoolsandplatformsarebeingcreatedtoanswerallnewneeds-oftenwithoverlapsinfunctionalities.
So you want to collaborate – have you got the right learning culture and technology?
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4. Social CollaborationInthisstagetheintranetrelinquishesitsprimaryidentityasaplacefromwhichinformationisretrievedtoaplacewherepeoplecancollaborate.
ThisstageisevenmoreinfluencedbythepopularityofsocialnetworksiteslikeFacebookandLinkedIn.Socialorganisationsarereinventingtheirintranetstobecomeinternalprofessionalcollaborationnetworks.Thefunctionoftheintranethaschangedtoaplacewhereyoufindinformationandgetthingsdonetogether.Contentmanagementsystems,chatrooms,andsocialcollaborationtoolsareflourishinginsocialcompanieswhoarealltryingtoimprovecorporateconversationsandsocialcollaboration.Howevertheriskofhavingallthesetoolsistha,again,thereistoomuchandemployeeslosetrackofthebenefitsforthemselvesanddon’tusethetoolsfortheirpurposeofsocialcollaboration.
Newintranetplatformsofferintegrationwithexistingtoolsandareplacedasahuboverexistingtools,combiningthestrengthsofeachofthoseforitsbestpurpose.Discussionforums,chatrooms,blogs,micro-blogsandfilesareallintegratedandbecomeonesystem.
Inthisstagethemostvaluableassetisnotmorecontent,butthepeopleandtheirexpertiseandexperience.
Organisationalbarriersstartdisappearingandpeoplesharenews,bestpracticesandevenfun
stuffliketheydoaroundthecoffeemachine.Acommunityemergesusingtheplatformforbelonging,sharingandco-creationinoneplace.Socialcollaborationdoesnotnecessarilystopwithintheorganisation’sintranetbutcanincludepartnersandcustomers.
5. Will the future bridge the knowledge gap?Sowehaveacommunityandpeoplecollaborate-sowhatcouldweimprove?Thesuccessfultransferofknowledgebetweenorganizationalunitsiscriticalforanumberoforganizationalprocessesandperformanceoutcomes.Organisationsshouldstrivetodistributeknowledgewithintheirorganizationsusinganinternalsocialandlearningeco-system.“Learnscapes”bridging(regional)departments,corporatehierarchyandformalrolescanbecreatedwithonepurpose:theflowofknowledgethroughtheorganization.
Anycorporation,bigorsmallcanonlybeascollaborativeasitscultureallows.Evolutionthroughthestagesneedstobesupportedwithanalignedcapabilityofleaderstocreatetheculturewhichsupportssociallearningandtheorganisationalcapabilitytolinkthisformoflearningtohelpinganorganisationachieveitsgoals. David.Mason@Frost.com
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unlock collaboration accelerate Growth
unlock collaboration accelerate Growth
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Today’sSingleEuropeanSky(SES)initiativerequiresmajoreffortbyallpartiestowardsitsultimategoalofenhancedsafety,inparallelwiththeeliminationofeconomicinefficienciesintheorderof35billionperannum.Thismeansthatadvancedtechnology,developedjointlythroughpartnershipisessential,anditshouldfocusontherightfunctionalitytoenablealltheexpectedbenefitsofa‘SingleSky’tomaterialise.
iTEC(interoperabilityThroughEuropeanCollaboration)isahighlyinnovativeandsuccessfularrangementfordevelopinganddeployingtransformationalAirTrafficManagement(ATM)systems.Ithasalreadyinvolved10yearsofjointcommitmentandhardworkbetweenseveralmajorairnavigationserviceproviders–thoseofSpain(ENAIRE),Germany(DFS),theUK(NATS)andtheNetherlands(LVNL),withIndraasthetechnologypartner.ThevaluerealisedbythecustomersandIndrageneratedacompellingcasetoepandfurthertheperimetersofthecollaboration,inMarch2015.
Beyondthedeliveryandassuredimplementationsintohighlycomplextechnicaldomains,thekeysuccessfactorshavebeentheadaptationofcommercialandsupplychainmodelsinordertofostercooperativebehaviours,aswellastheinvestmentingovernanceandprocessesforstate-of-the-artrelationshipmanagementacrossnationalboundaries.TheseappliedpracticesareverymuchinlinewithBS11000.
European Collaboration for Air Traffic Management SystemsThereareover8.5millionflightsinEuropeannuallywithprojectionsforflightmovementssettodoubleby2020.Althoughairspacecapacityhasbeenincreasedby80%since1990,furtherdemandcan
nolongerbemetinthesamewayasitistoday.Asmoreaircrafttaketothesky,AirNavigationServiceProviders(ANSPs)faceahugechallenge,whichischangingboththeiroldmethodologiesandthetraditionalwayofworkinginisolation.iTECisaclearexampleofhowairtrafficprovidersarerespondingtothesechallengesthroughmore‘collaborativeworking’practices.
iTECplaysaveryimportantroleinthefuturevisionofATM.Thecollaborationstartedwiththejointspecification,design,developmentandtestingoftheFlightDataProcessingsystem(FDP).Thisisoneofthemostcomplexsubsystemswithinairtrafficmanagement,feedingandreceivingalargeamountofdataandprovidingcontrollerswithnecessaryinformationaboutthegivenstateofairtraffic.Indraisoneofonlyafewglobalcorporationswiththeexpertisetobuildthesecomplexsystems.
Thegoalofthecollaborationistodevelopahigh-endairtrafficmanagementsystemforbusyandcomplexairspacethatmeetsfutureEuropeanrequirementsandenablessignificantstepsforwardinproductivity.iTEC’sachievementsprovideaplatformforsynergiesandthuscostreductions,helpingtorealisethevisionofaSESwithgreater
Building air traffic management systems through collaboration – a European success storyRamon Tàrrech, Indra
“iTECworkisverypresentinseveralareasoftheSingleEuropeanSky,sotoday’ssigningceremonyforthenew-generationITECControllerWorkingPositionisofhighrelevancetoSingleEuropeanSkyobjectives”
Maurizio Castelletti, European Commission Air Transport Directorate
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iPefficienciesandservicestandardsforEurope’sairspaceusers.Itisasophisticated,layeredcollaborativeprojectbothbetweenthecustomersandwithIndra.
ThisnextgenerationFDPsystemwillreplacetheexistingsystemscommencing2015.iTECwillprovidebenefitsessentialtoitsairnavigationcustomersby:
• enablingevolutionarycapacitygrowthtocopewithfuturetrafficdemands.
• reducingmaintenancecostsandtheinherentriskofexistinglegacysystems.
• formingthebasisforinteroperabilityandadvancedfunctionalitywhichwillenablethemtobekeyplayersinEurope’sSingleSkyfuture.
How the Collaboration WorksThecoreiTECproductiscommonacrosstheANSPpartners,whichallowsfortheexchangeofknowledgeatthisearlystage,andtheadvantageofcostsharingbetweentheANSPpartnersinthefutureonceiTECisoperational.Atthesametime,eachiTECsystemistailoredtomeetthedifferentneedsofeachASNP,tomatchtheirlegacysystemsandinfrastructure.
Itisonlythroughexceptionalco-operationandtrustthatitispossibleforthevariouspartiestoaccessthebenefitsofcollaboration.Indraanditscustomersareallworkingtogetherbysharingknowledge,seekingtostandardiserequirementsandwhereverpossiblesharecosts,onthiscomplexandtechnicallydemandingworktobuildthenextgenerationofATMsystems.
Wider and growing Collaboration On10March2015executivemembersoftheiTECcollaborationsignedaformalagreementextendingthetechnicalandcommercialparametersbycommittingtoconditionsfordevelopingacommoniTECControllerWorkingPosition(CWP).
TheextensionofthecollaborationrecognisesitssuccessindevelopingtheFDPsystemtogetherandmorerecentlyagreeingthecommonspecificationsfortheCWP,whilemaintaininginteroperabilitywithotherEuropeanairtrafficmanagementsystems.
Furthermore,withthesuccessoftheiTECcollaboration,othersignificantEuropeanANSPsarenowalsointerestedinjoiningthegroup.iTECisalsobeingofferedoutsideEuropewithseveralMiddleEastcustomers.
The Benefits of CollaborationThelongtermbenefitsofasuccessfulcollaborationisthatovertimeIndraareabletoimprovetheirefficiencyindeliveringiTECandapplytheircapabilitiestodevelopingothersolutionsfortheANSPpartners.Improvementsdeliverbettervaluetocustomersthrougheconomiesofscale,optimumrisktransferandmoreeffectiveworkingpractices,whilstimprovingIndra’scapability,revenuesandreputation.Materialisationofthesebenefitsiscontingentoneffectiveco-operationandassociatedcomplementarybehaviours,putintoeffectthroughthewaythepartiesmanagetheirrelationship.
Arangeofmechanismsensurethatthecustomersareabletorealisevalueformoneyforbothimmediateandfuturecommitments,aswellascreatingamutuallybeneficialrelationship:examplesincludebenchmarkingagainstexistingcompetitivelevels,aswellasforfuturecompetitivealternatives,andperformancemetricstomaintainagreedperformanceandwiththepotentialtoincentivisefutureimprovements.
IndraisaleadinginformationtechnologycompanyoperatinginDefence,InfrastructuresandServicesectors,withaturnoverof33,000Bnp.a.and40,000employees.Indra’sportfoliorangesfromconsultancy,projectdevelopment,systemsandapplications,integration,throughtooutsourcingofITsystemsandbusinessprocesses.IndraislistedontheBolsadeMadridandisaconstituentoftheIBEX35index.
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Bycollaboratingoncertainprocurements,theNuclearDecommissioningAuthority(NDA)Estatesavedover£60mlastyear.
With17sites,‘Collaboration’isawordthat’susedfrequentlywithintheNDAEstateandcoversamultitudeofactivities,whetherit’sworkingwithsuppliers,acrossdepartmentsorwiththeSiteLicenceCompanies(SLCs)whomanageoursites.NoneoftheSLCsortheNDAhasyettakentheplungetobringthesecollaborationsunderBS11000certification,butthereisinterestindoingsointhefutureforsomelargerprojects.
OneplacewherethereistruecollaborationiswithintheSharedServicesAlliance(SSA).TheSSAbringstogetherthecommercialheadsofourfourSLCs,NDAanditssubsidiaries,togetherwithWestinghouse,whichoperatestheSpringfieldssiteandtheNationalNuclearLaboratory.ThereisanadditionalfocusoncreatingcloserlinkswiththeCrownCommercialServices(CCS)and,potentially,increasingtheparticipationfromotherPublicSectorclients.
TheSSA’svisionistohaveitsindustryleadersworkingtogethertoidentify,developanddelivervalueandimproveperformanceacrosstheNDAEstateandacrossthepublicsector.
Withanoverallbudgetofaround£3bnperannum,theNDAEstatespendssignificantsumsoftaxpayers’moneyinthesupplychain–£1.75bnlastyear.Ofthattotalexpenditure,23%wassubjecttocollaboration:afigurethathasbeenincreasing
steadilyovertheyears.Inthemain,savingshavebeenderivedfromcollectivelyawardingcontractsforgoodsandservicesthatwerepreviouslysubjecttoindividualcontractsbysitesorSLCs.Overthelastfiveyears,theSSA’sportfoliohasgrownbyover200%andnowcoverssome60-pluscommoditiesandservices.TheprogrammenowbuildsontheEstate’sconsiderablesuccessandstartstomovebeyondsimpleaggregationintostandardisationandotherareaswhichhavethepotentialtodelivermuchwiderbenefits.
Collaboration brings benefits to nuclear decommissioning
Samantha Dancy, NDA
The Nuclear Decommissioning Authority
TheNDAisaNon-DepartmentalPublicBody(NDPB)setupundertheEnergyAct2004toensurethattheUK’shistoriccivilnuclearsitesaredecommissionedandcleanedupsafelyandefficiently.
The17sitesarelocatedallacrosstheUKandincludethefirstgenerationof“Magnox”powerstations(allbaroneofthesehaveceasedgeneratingelectricity),variousresearchandfuelfacilitiesandourlargest,mostcomplexsite,Sellafield.Weareresponsiblefordrawinguptheoverallstrategy,settingtargets,allocatingbudgetsandmeasuringperformance,whileon-the-groundactivitiesaredeliveredbyfourSiteLicenceCompanies,orSLCSs,whichmanagetheworkatindividualgroupsofsites.
Inadditiontodecommissioning,wearetaskedwithimplementinggovernmentpolicyonhigheractivityradioactivewaste,andtheUK’slow-levelwastestrategy.Wealsoprovideadviceonthedecommissioningplansforcurrentandplannednuclearpowerstations.
Ourannualbudgetisaround£3billion,withtwo-thirdsallocatedbytheGovernmentandtheremaindergeneratedbyourowncommercialactivities,suchasthereprocessingofspentnuclearfuelandelectricitygeneration.Oneofourkeyaimsistoprovidethetaxpayerwithvalueformoney.
Spent nuclear fuel flasks leaving Sizewell en route for Sellafield, where the contents will be reprocessed.
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Insomeinstances,suchasmanagementofLowLevelWaste,savingsareduetousingthesupplychaintodelivernewservicesformanagingthismaterial,whichhaslowlevelsofradioactivityandhasgenerallybeenconsignedtotheUK’ssinglerepositoryinCumbria.Alternativeoptionsnowincludemetalsrecycling,super-compactionandthermaltreatment.
OncearequirementisidentifiedasaCollaborativeProcurement(CP),a‘lead’isidentifiedfromtheSSAmembers.TheCPleadcreatesateamfrombothcommercialandtechnicalrepresentativesfromtheparticipatingorganisationsanddrivestheprocurementthroughitsvariousphasesandapprovalprocesses.Havingacollaborativeapproachtotheprocurementmeansthattherequirementsofallthediverseparticipantscanbeaddressedinthemosteffectivemanner–whetherthatmeanslotting,establishingappropriatebasketsofgoodsorapproachingonaregionalbasis.
TheSSAdoesnotfocussolelyoncollaborativeprocurement.Ithasalsodevelopedastrategythatlooksatotherareaswhereincreasedcommercialcollaborationcouldbenefit:useofassets,simplerandmorestandardisedprocesses,sharingofknowledgeandexperience,approachtocross-Estatesupplychainmanagementaswellasoptimisedprocurement.
Whencreatingitsstrategy,theSSAalsotookaccountoffeedbackfromawiderangeofsuppliers
whocontributedtoanindependentreportintothehealthofthesupplychain.Thereport,basedontheviewsofmorethan200businesses,recommendedanumberofareasforimprovementincludinganeedforlessredtape,greaterclarityinspecifications,andimprovedaccesstotenderingopportunities.
Successfulinitiativessofarhavebeenstandardisingandsimplifyingthepre-qualificationprocess,andbringingalloftheSLCsontoasingleplatformfortenderingactivities.ThisprovidesoneplacetofindopportunitiesacrosstheNDAEstatewithadirectlinktoadvertisingopportunitiesonHMG’sContractsFinder.Similartocollaborativeprocurement,suchinitiativesarecarriedoutbyateamofpeoplefromacrosstheSSAmemberstoensurethatknowledgeissharedandthatconsistentprocessesareimplementedacrosstheEstate.
CommercialdirectorsofSSAGroupmembersmeetonaregularbasistodiscussareasforfuturecollaborationandtoconsidernewwaystosupportthecorenuclearmission,aswellas,increasingly,thewiderpublicsectorchallengeincluding:Funding,andtheGrowthandSMEagendas.
TheSSAhasnowmovedonfrombeingasimplebuyingclubtobeingakeycollaborationtoolinthedeliveryofourmission.
samantha.dancy@nda.gov.uk
Harwell, which is in an advanced state of de-commissioning.
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Sweett Group applies collaborative working philosophies throughout the business and
through its project delivery behaviours
Collaborative working methods
www.sweettgroup.com
For further information, please contact:
Eryl EvansOperations Director eryl.evans@sweettgroup.com
image reference: LOCIP 2014
Cost management Project management Building surveying Specialist and advisory services
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Sweett Group applies collaborative working philosophies throughout the business and
through its project delivery behaviours
Collaborative working methods
www.sweettgroup.com
For further information, please contact:
Eryl EvansOperations Director eryl.evans@sweettgroup.com
image reference: LOCIP 2014
Cost management Project management Building surveying Specialist and advisory services
Collaborative working methods form an essential part of everyday life at Sweett Group
Douglas McCormick, Sweett Group
OverviewTheLondonOvergroundCapacityImprovementProgramme(LOCIP)wasdevelopedbyTransportforLondon(TfL)toaddresstherapidincreaseinpassengernumbersusingtheLondonOvergroundnetwork.SweettGroupwasengagedbyTfLtoprovidefullpreandpostcontractcommercialmanagementservices,developmentofprocurementandcontractingstrategiesaswellasriskmanagement,changemanagementandstakeholdermanagementandthenegotiationof3rdpartyagreements.
Early involvementThisprogrammewashighlycomplex-sofosteringacultureoftrustwiththeclientandstakeholderswasanessentialelementoftheprojectsuccess.EarlyappointmentbyTfLallowedustochallengetraditionalprocurementbehavioursbyenablingearlycollaborationandinnovationwithinthewholesupplychain–client,designers,commercial,tier1contractors,andtier2suppliers.Thecollaborativeintentwasdevisedtoengageearlymarketinvolvementthatcouldproducetimeandcostsavingsandencourageinnovativethinkingtohelpdesign,plananddelivertheworkmoreefficientlythanwouldtraditionallyhavebeenthecase.
Toachievetheclient’sobjectives,theteamunderstoodinnovativecollaborationandasenseofcollectiveresponsibilityneededtobeattheheartofLOCIP’sexecutionplan.Weengagedproactivelyandfocusseddirectlyontheclient’scorechallengesandlistenedtofeedbacktodeliveraschemethatenhancedthebusinesscasebenefit.Wealsoconcentratedonthesocialvalueofthescheme,notjustthecosttobuild.
Combiningourextensiverailexperiencetogetherwithourabilitytocreatecollaborativeteamsembeddedwithintheclientorganisation,SweettGroupwasabletoensureconstantandproactivesupporttoTfLandtheprojectteamandtoprovidethenecessaryhandsoncommercialleadershipthatsuchademandingprogrammerequired.
Common processes and tools Processesandtoolssupportedthedevelopmentofthecollaborativeculturesuchassharedinformationplatforms,openbookreportingandcosting,leanerworkingprocesses,wasteeliminationandcommercialarrangementsthatfacilitatecollaborativeworking.CollaborativeworkingonLOCIPwassupportedwithrobustgovernanceandassuredprocesseswhichsatisfiedtheprotectionsandresponsibilitiesrequiredbyTfL’scorporategovernanceregimes.
SweettGroupintroduced‘BestPracticeForums’ontotheLOCIPProgrammewhichwereheldregularlyatkeystagesthroughouttheproject.Dependinguponthephaseoftheproject,thentheparticipantsmayvary.Thesehavegeneratedmanynewinitiativestosupportandenhancetheexistingvalueaddedinitiativesthathavebeendevelopedfrompreviousprojectsandnowformpartofourcoreservice.TheseactivitiesareplannedandincorporatedintotheProject’sDeliveryPlan.
Measurements of performanceArobustperformancemeasurementregimearoundKPI’swasvitaltoimplementfromthestartoftheproject,sothatoverallperformanceandteameffectivenesscouldbemonitoredandmanaged,
SweettGroupisanindependentglobalproviderofprofessionalservicesfortheconstructionandmanagementofbuildingandinfrastructureprojects.Servicesincludequantitysurveying/costmanagement,projectmanagement,buildingsurveyingandawiderangeofspecialistandadvisoryservices.TheGroupisheavilypositionedininfrastructure,publicandprivateindustrysectors.
CASE STUDY – Collaborative Working played an essential part in the success of the LOCIP Programme
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withinterventionsmadepromptlybeforeapotentialproblemcouldarise.
IntermsofSweettGroup’sbusinessgrowth,itisimperativeforustomeasureoureffectiveness,testourcommitment,challengeourwayofthinkingandtestthedegreetowhichourvalues,includingcollaborativeworking,wereembeddedwithintheprojectteamandstakeholders.
Long-term relationships Approximately70%ofourclientbaseismadeupofrepeatbusiness.Muchofthissuccesscomesfromworkingcollaborativelywiththeclientearlyontohelpunderstandanddefinetheirlongtermrequirements.
Wearenowworkingwithourclientstocreaterelationshipsthatsetexpectedstandardsofdelivery,encouragetransparentperformancereportingandchallengeustoimproveourservice
throughcontinualimprovement.WeareembracingtheuseofClientRelationshipManagementplansasameansbettertodefineandcodifyourclientrelationships.ThisisworkingparticularlywellwithTfL,wherewereviewourperformanceatmonthlyreviewmeetingsandsharethekeyfindingsandlessonslearntacrossourInfrastructureprojects.
CASE STUDY – Designing and Delivering an Apprenticeship Programme
SweettGroupEuropelaunchedanapprenticeshipprogrammetocomplementourestablishedgraduaterecruitmentandotherdevelopmentschemes.Thedesignofthisprogrammenecessitatedacollaborativeapproach,workingwithexternalandinternalstakeholderstocreateaprogrammethatpresentedthebestlearningexperienceforourapprentices.
External PartnershipsFortheprogrammetobesuccessful,weneededtounderstandtherequirementsofourstakeholders
acrossallofthesectorsandregionsinwhichweoperate.Thishadtobecarefullybalancedwithourlongtermstrategicplantoensureanequalplatformforallpeople.OurHRdepartmentco-ordinatedanumberof‘thinktank’workshopstodiscussandtestideasbeforeagreeingasharedvisionfortheprogramme.Thiscollaborativeapproachsawusidentifyanumberofexternalorganisationstopartnerwith:
• The Construction Industry Training Board (CITB) / Havering College–TheCITBandHaveringCollegewerecarefullyselectedexternalsuppliersthatprovidedus
Sweett Group was appointed by Network Rail commercially to deliver the £5.5bn Thameslink Programme. As part of our appointment, we were asked to help develop Network Rail’s ’Collaborative Working Strategy’. The Collaborative Working Manual sets out to explain how Network Rail intended to develop effective Collaborative Working throughout its programme of works. The Collaborative Working Manual is still in use today and Network Rail has successfully delivered major phases of the work through this collaborative approach.
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withaneducationalplatformandpastoralsupportforourapprentices.
• Modus Magazine–InordertopublicisetheapprenticeshipstothemostrelevantaudiencewepartneredwiththeRICSpublication“Modusmagazine”toconductaninterviewandhighlightourschemeinmoredetail.
• TIME FM–Ourcollaborationand“thinktank”workshopshighlightedthatourLondonapprenticeshipsneededfurtherpromotion.AssuchwearrangedforourHRdepartmenttospeakonair,withTimeFM,toexplaintheapprenticeshipprogrammetotheirlisteners.
Internal CollaborationInadditiontothe“thinktank”sessions,itwasessentialtohaveeffectivecommunication,co-ordinationandcollaborationinthedeliveryoftheprogrammeinternally.
• Rotational Job Roles–A“workrotation”systemoffourplacementslastingsixmonthsgivingexposuretodifferentsectors,differentwaysofworkinganddifferentteamswithinthebusiness.
• Shared Learning Experience–Bi-monthlytrainingsessions,deliveredasacohort,fosteredcollaborationbetweentheapprentices,astheybuiltapeergroupandanextendedbusinessnetwork.
StephenMcGowan,oneofourapprenticesinLondonsaid“It’s been a fantastic experience so far working for Sweett Group. We have been lucky enough to be on a rotation scheme, doing six months in each sector of the company over the two year duration. Since the day I joined I have learnt so much by speaking to people about their job roles, projects and past experiences in the construction industry: people are always on hand with advice for me”.
NOTE:CaseStudiesprovidedbyErylEvans,HeadofInfrastructure,SweettGroupandJamesGrinnell,HeadofHREurope,SweettGroup
douglas.mccormick@sweettgroup.com
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CONSULTANCY
CLOUD
ENGINEERING SERVICES
CYBER SECURITY
INSURANCE SOFTWARE
APPLICATION SERVICES
BIG DATA & ANALYTICS
EDUCATION PLATFORM
INTERNET OF THINGS
To learn more visit: xchanging.com/technology
@XchTechnology linkedin.com/company/xchanging facebook.com/xchangingplc
CONSULT • DESIGN • BUILD • IMPLEMENT • OPERATE • MAINTAIN
Certified to BS 11000, the standard for collaborative business relationships
Experts at
TECHNOLOGYTRANSFORMATION
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XchangingusestheICW’scollaborativeworkingmodelinaprogrammeofsolutionsdeliveryfortheSocietyofMotorManufacturersandTraders(SMMT).It’saworkingrelationshipthat’sbeendevelopingfortwoyearsand,aswecontinuetocollaborateandrefinetheprojectandprogrammemanagementapproachwe’vebuiltoutofthemodel,wehopeitwillcontinuetodevelopformanyyearstocome.
Likemostcompanieswe’velongsincestrivedtoachievepartnershipswithourcustomers,suppliersandbetweenourowndivisions.ThemethodologybehindtheBS11000standardforcollaborativerelationshipmanagementgivesusaframeworkthatsuitsuswell.HavingenjoyedsuccessfulprojectdeliverywiththeSMMTwewereveryhappytobegrantedBS11000certificationinOctober2014.
Collaborative workingXchangingprovidesbusinessprocessing,technologyandprocurementservicestocompaniesaroundtheworldacrossabroadsetofindustriesfromeducationtoinsurance,fromfinancialservicestoautomotive.
Webelievethattocollaboratesuccessfully,businessesneedfullytounderstandthebenefitbothpartiesgainfromworkingtogether.Onthisfoundationtheycanbuildthegoalsforwhichtheywishtoaimandtheobjectivesthatwillgetthemthere.It’simportantthatbothsidesagreeandunderstandhowtheywillworktogethertobesuccessful.
Rolesandresponsibilitiesneedtobeagreedearlyonandpointsofcontactintoeachorganisationkepttoamanageablefew.Asinglepointofcontactmightnotbeachievable,butitneedstobeclearwhodoeswhatandthecommunicationchannelstheteamswilluseforsmoothprojectmanagement.
Flexibilityofdeliveryinthisever-changingbusinessenvironmentisamust.Thisdoesn’tmeanrequirementscanbeill-defined,orthatprojectsshouldn’tworktostructuredtouchpointswithdocumentedprogresstracking,butitdoes
Driving in the same direction
Andy Davison, Xchanging
meanthatthecapabilitytoflex,evolveandtweakdeliveryshouldbebuiltinfromtheoutset.
Inlargecompanies,it’sasmuchaboutcollaborativeworkingwithintheorganisationasitisbetweenorganisations.Clientsexpectthis,andsotheyshouldbutitdoesn’tnecessarilyhappenautomatically.Inmanywaysitcanbeharder.Acrossdivisionsco-workersneedtotreatdeadlinesandactionsastheywouldiftheyweredeliveringtoanexternalcustomer.
PartnershipOurapproachtoworkingwiththeSMMTwastogenerateapartnershipfromthestart.Weseetheideasgenerationanddeliverycapabilitiesweputintoourworkwiththeclientasaninvestmentintheirbusinessandours.
Workingtothecollaborativemodelhashelpedusovercomechallengesweencounteredduringtheproject.Afundamentaldifference–thatsetsthemodelapartfromtraditionalprogrammemanagementapproaches–isthatthecontractisnotrelieduponslavishlyasthefoundationfordelivery.
Flexibletweaksandchangestothedeliveryplanareacceptedasinevitable.Theyarediscussed,exploredandmanagedthroughchangerequestswithouttheneedtodeferalwaystothecontractualagreement.
Soadditionalprototypescouldbeagreeduponasbeneficialtotheprojectbyresultinginanoverallshorterdevelopmenttime.Theemphasisisn’tontheoriginalnumberofprototypesthatwereagreed,itisonreachingtheendgoal–together!Itisthismind-set–thisviewingofeverythingwithinthewidercontextoftheoverallobjectiveratherthanjustwithinthescopeofeachindividualrequest–thatistheessenceofthecollaborationXchangingandSMMTenjoy.
CONSULTANCY
CLOUD
ENGINEERING SERVICES
CYBER SECURITY
INSURANCE SOFTWARE
APPLICATION SERVICES
BIG DATA & ANALYTICS
EDUCATION PLATFORM
INTERNET OF THINGS
To learn more visit: xchanging.com/technology
@XchTechnology linkedin.com/company/xchanging facebook.com/xchangingplc
CONSULT • DESIGN • BUILD • IMPLEMENT • OPERATE • MAINTAIN
Certified to BS 11000, the standard for collaborative business relationships
Experts at
TECHNOLOGYTRANSFORMATION
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CASE STUDYCollaborative working with the SMMT
The customerTheSocietyofMotorManufacturersandTraders(SMMT)–oneofthelargestandmostinfluentialtradeassociationsintheUK–supportstheinterestsoftheUKautomotiveindustry–anindustrythatinvestsnearly£2billionayearinresearchanddevelopment.Over2.5millionnewvehicleshavetoberegisteredeveryyearandthedatabaseofthese–theMotorVehicleRegistrationInformationSystem(MVRIS)istheSMMT’sflagshipservicefeedinganumberofSMMTreportsthatprovidemarketandtrendinsightsusedtoinformdecisionmaking.
The projectXchanging’staskistodesign,develop,deployandhostthereplacementsolutiontothelegacyMVRISsystem.Thechallengeistomakeiteasiertouse,fastertooperateandtotakeoutsomeofthemanualprocessesneededtoproducereports.Additionalfunctionalityisbeingaddedanditneedstosupportaccessfrommobilesmartdevices.
CollaborationThewayofworking–theapproachtoprogrammemanagementandprojectdelivery–wasimportanttotheSMMT.Itwantedapartnerpreparedtoworkflexiblyandtoadaptdeliveryduringdevelopmentasrequirementsevolved,whiletakingonboardlearningthroughouttheprocess.
TheBS11000standardforcollaborativerelationshipmanagementmodelmettheneedperfectly.ThefreshnewapproachmadeXchangingstandoutandassuredtheSMMTofworldclassserviceandrelationshipmanagement.
The Xchanging approach1.TheICWrantheworkshopforusthatkicked
offtheproject.Thissuccessfullyestablishedhowcollaborativeworkingwouldbenefittheproject
2.Next,weputinplaceaRelationshipManagementGroupwhichidentifiedtenjointbusinessobjectivesoveratwo-yearperiod
3.Weestablishedmonthlymeetingsthattrackedprogressagainsttheobjectives,exploredhowideasforimprovementcouldbeshared,howfurtherinnovationcouldbebroughttobearontheprojectandhowthetwocompaniescouldworktogethertoachievethebusiness’aimsbeyondthescopeoftheMVRISproject
4.Aneight-stageapproachwastakentomanagingtheprogramme.Thestagesincludeddefininghowthecollaborationwouldwork,managingtherelationshipanddeliveringthedesiredoutcomes.Theapplicationofthesestagestotheprogramme’sobjectivesanddeliverableswasdefinedandmanagedthroughtheRelationshipManagementPlan
5.Throughout,XchanginghasconsultedwiththeSMMT’scustomersoftheMVRISserviceandcollaboratedcross-divisionthroughworkinggroupsthatshareideasandissues.
The outcomeThenewMVRISisduetolaunchnextyear.Workingcollaborativelytothestandardhasbenefitedtheprojectthrough:
• Divisional cross-working–capabilitiesfrommultiplelinesofXchanging’sbusinesswerebroughttogether
• Ideas sharing–thepoolingofideasencouragedinputsatalllevelsofthemanagementstructure
• Customer input–acriticalpartoftheprocessearlyonandthroughouttheprogramme
• Building trust–consistent,minimalprogrammepointsofcontactbuiltatrusting,openrelationshipforasuccessfulworkingpartnership
• Flexibility–aflexible,agileapproachtodevelopmentanddeliverymeanttheemphasiswasontherightthing-partnershipsuccessratherthantherigidadherencetoanearlylistofdeliverables.
• For more information visit www.xchanging.com.
andy.davison@xchanging.com
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Jackie Jenks, Lloyds Bank
CollaborationisattheveryheartofLloydsBank’sworktohelpBritainprosper.
AsanorganisationthatiscommittedtobackingBritishbusiness,werecognisetheneedtoprovideourcustomerswithmorethanjusttraditionalbankingfacilitieslikeloansandoverdrafts.
That’swhyenterprisementoringhasbeenakeyinitiativeforussince2011,andwehaveseenfirst-handthetransformativeeffectthatworkingcollaborativelywithSMEscanhavefortheirbusinesses–fromstartupslookingtogrowtoestablishedfirms.
OurEnterpriseMentoringSchemewassetupincollaborationwiththeBusinessFinanceTaskforcewhichincludesthemainhighstreetbanks,theBritishBankingAssociationandthegovernmentdepartmentforBusiness,InnovationandSkillswiththeaimofhelpingtheeconomyreturntosustainablegrowth.
WedothisbytrainingourcolleagueswiththeSmallFirmsEnterpriseDevelopmentInitiative(SFEDI)tosharetheirskillsandexperiencewithentrepreneurs.SFEDIisdedicatedtobringingenterprise‘knowhow’toenterprisingpeopleacrosstheUKandbelievesinnurturingtheentrepreneurialspirit–asdowe.
ThenweworkalongsideanumberofestablishedmentoringorganisationsacrosstheUKwhomatchourtrainedmentorswithenterprisesseekingsupport.TheseorganisationshaveallmetthenationalstandardsformentoringandarelistedonthenationalmentoringportalMentorsme.co.uk
WehaverecruitedanexceptionalbreadthofvolunteermentorsfromacrossLloydsBankingGroup–fromseniormanagementtospecialistfinanceexperts.
Morethan400ofourvolunteershavesofarbeentrainedtobecomeanenterprisementorandbeen
pairedwithabusinessintheirlocalarea–morethananyotherbankinvolvedintheEnterpriseMentoringScheme.
Theyholdregularmeetingswithmentees,wheretheyusetheirskillsandexperiencetohelpguideandsupporttheirdevelopmentandgrowth.
Whileitisfantastictoseeyoungbusinessesgainingsomuchfromthementoringscheme,asanorganisationwehavealsofeltgreatbenefitsinternally.
Sinceourinvolvementwiththeinitiativebegan,wehaveseenasubstantialupliftinself-developmentamongstourmentorvolunteers,whogaingreatsatisfactionfromaddingvaluetotheenterprisestheyaresupporting.
Alltellusthattheyfeeltheyhavelearntsomuchthemselvesandareinspiredbythework.Manyofourheadofficestaffhavesaidbeingabletodirectlyinteractwithbusinessesinanewwayhashelpedthemtogainextrainsightintotherealitiesfacingthecountry’senterprises.Thisissomethingthattheycantransferbackintotheirday-to-dayjobs,andultimatelyhelpsusasabanktobetterunderstandourcustomersandtailorourservicestothem.
It’scleartoseethatmentoringisaneffectivewaytohelpsupportbusinessesatalllifecyclestagesandtherearemanytangiblebenefitsformenteesandmentorsalike.
AsanEnterprisementormyself,Iknowhowrewardingitistohavehelpedanentrepreneurtowardsachievingtheirtruepotential.ItisbothrewardingandauniqueformofselfdevelopmentthatIalwaysencourageotherbusinessprofessionalstogetinvolvedwith.
Asabank,wearepassionateaboutsupportingbusinessandareproudoftheimpactwehaveachievedforSMEbyworkingincollaborationwithsomanydifferentpartners.
TofindoutmoreaboutLloydsBank’smentoringschemevisithttp://resources.lloydsbank.com/business-guides/managing-a-business/mentoring/ortovolunteertobecomeanenterprisementoryourselfvisithttp://www.mentorsme.co.uk/
Jackie.Jenks@lloydsbanking.com
Helping Britain prosper – collaboratively!
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iP UKconstructionhascomealongwayinthelasttwentyyears.Itis70%safer,clientsare30%moresatisfied,andthesectorisrespondingtopressuresoncarbon.Thisisparticularlytrueattheleadingedgewherebigrepeatclients,includingmanyinthepublicandutilitiessectorsandtheirsuppliersaremorematureintheirunderstandingofrisk.Inparticular,inprocurementspeak,constructionisusually“highrisk-highvalue”andthusneedstobeprocuredinsuchawayastoenablecollaborativeworking.
ThestartofthischangeweretheLathamandEganreportsofthe1990s.Theseweredrivenbyclientconcernsabouttheimpactontheperformanceoftheircorebusinessbytheinefficienciesandwastethatweresoprevalentintheconstructionindustry.Asanacademicfriendrecentlyobserved,thesectormustbetheonlyonewhichusuallycompetestodeliverthesamethingforaclientratherthansomethingdifferent–plusitsdominantbusinessmodelandprocurementroutestoooftenincentiviseconflictthroughoutthesupplychain.
Theneedforcollaborativeworkingisthecommonthemerunningthroughthischangeagenda.Weneedtoimprovetrust,fosteracollaborativecultureandeliminateadversarialrelationships,andsortoutprocessessuchasearlyinvolvement,selectionbyvalue,commonprocessesandalignedcommercialarrangements.
Soundfamiliar?OursectorhasalwaysbenefitedfromthefactthatseveralindustrysectorsintheUKadoptedpartneringtechniquesbeforeconstruction,notablytheoilandgassectorwithCRINE,manufacturing(notablyRoverwithHondaandotherJapanesecartransplants),andretail.Theseindustries’experiencesinfluencedtheadoptionofpartneringtechniquesintheconstructionindustry,
Collaborative working in construction
Don Ward, Constructing Excellence
andprovidedlessonsforustolearnandsoavoidsomeoftheearlypitfalls.Theirexperiencesalsodirectlyinfluencedthelearningwhichtransferredfromtheircorebusinesses(manufacturing,retailetc)totheprocurementandoperationoftheirownbuiltfacilities(whicharerequiredtoenablethosecorebusinesses)–thusthesupermarketretailersweresomeoftheearliestclientsoftheconstructionindustrytoadoptpartnering:hencethevaluetooursectoroftheInstituteforCollaborativeWorking,enablingacross-sectortransferofknowledgeandlearning.
Inourvisionofconstructionby2025,supportedbythegovernment’sindustrialstrategyforthesectorConstruction2025,withambitioustargetsforimprovementofbetween30-50%,thekeyheadingsarePeople,Smart,Sustainable,GrowthandLeadership.Gettingtheremeanscollaborativeworking,thejourneyincludesrespectforpeopleanddigitaltechnologiestoenableleantodelivervalue.Weareatacrossroadsinindustryimprovementand,althoughthesectoriscomingoutofrecession,aneraofrelativeausterityandseriouspressuresonclientbudgetsisaheadofus.Collaborativeworkinghasneverbeenmoreimportant,andIlookforwardtoworkingcloselywiththeInstitutetomoveusforwardmorequickly.
The author is Chief Executive of the not-for-profit Constructing Excellence, the single organisation driving change in construction. The Institute and CE have reciprocal membership.
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Ontheoccasionofitsquartercentury,ImustsaluteICW’sfoundersfortheirambition.TheInstituteofRiskManagementiskeenlyawarethatcollaborationisaconceptoftencelebratedmoreinaspirationthanindeed.
IRM’sfirst,buthopefullynotlast,experienceofworkingwithyouwasonourExtendedEnterpriseguideforriskpractitionerslastyear.
ExtendedEnterpriseisoneofthosephrases–like‘mortgage-backedsecurities’or‘eventhorizon’that’strickytoexplainbut,onceunderstood,isneverforgotten.Essentially,itdescribesthenetworkofsystems,processes,people,systems,etcinvolvedwhenanumberoforganisationscometogethertoachievewhattheycouldn’tachieveontheirown.
Itprovedaperfectmetaphorfortheprocessofproducingthereportitself.With36expertscontributingtofifteenseparatechapters,deadlinescameandwentwitharegularitythatwasprobablyinevitablewithsomanyindividualsinvolved.TheICW,needlesstosaymetallourdeadlineswithoutsacrificinganiotaofquality.
DavidHawkins’chapterintheguidance‘Relationshipriskmanagement:perceptionorpragmatism’adeptlydemonstratesICW’s‘Outsidein’theory.Ashepointsout,it’snowgenerallyacceptedthat60%-80%ofmostcompanies’operatingcostslieoutsidetheirownorganisations.Yetasmanyas80%ofmergersandpartnershipseitherfailtodelivertheirfullpotentialorfailcompletely.AddtothiswhatICWterms‘perceptionbasedeconomics’–wheretheasset/assumptionvalue-ratioisweightedtothelatter–andit’sclearthatintangibles,whichsooftendependontheperformanceofextendednetworks,arenowcriticaltoorganisationalsuccess.
One into 36 does go. Eventually!
Carolyn Williams, Institute of Risk Management
Collaborationisthenewbuzzword,andsuccessfulcollaborationdependsentirelyonrelationships.Yet,asDavidpointsout‘theoneaspectthatisseldommentionedinanyriskbriefisthatassociatedwithrelationships’.Thedisproportionatefocusoncontractualconditionsandliabilitiesgivestheillusionthatsuccessisaquestionofriskmanagingcontracts,whentherealityis‘thatoncethecontractisinvokedfailureislargelyassured.’Howwelltheserelationshipsworkusedtobelargelyamatterofperception.BS11000,theworld’sfirstCollaborativebusinessrelationshipstandard,createdaframeworkwhichcanbeusedinanycontextwhererelationshipsareknowntobeasignificantfactor.ThisstandardisaperfectfitwithIRM’senterprise-wideapproachtoriskmanagement,whichcanbeparaphrasedasrelevantto‘anyrole,anysector,anyregion’.
I’malwayspleasedwhenthestrandsofstandardsworkbeingundertakenbydifferentorganisationscometogether.DespitetheorganisationaldifficultiesofputtingtogetherourExtended Enterpriseguidance,thefinalproductisagenuinelyleading-edgeguidethatcoversbasesnevercoveredbeforeinsuchanintegratedway.
IRMwillbelaunchingitscertificationschemeformembersthisSummer.ItwillincludethekindofbehaviouralstandardsofwhichItrusttheICWwouldapprove.TheirparticipationinhelpingIRMraisestandardsofprofessionalisminriskmanagementis,Ihope,justbeginning.
Carolyn Williams is Technical Director at the Institute of Risk Management. Extended Enterprise: Managing risk in complex 21st century organisations is available at www.theirm.org
Carolyn.Williams@theirm.org
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WarwickBusinessSchool(WBS)takesaninnovativeapproachtoleadershipbybringingShakespeareandclassicaldilemmasintothebusinessschoolenvironment.
ProfessorHariTsoukas(ourexpertinLeadershipandOrganisationalStudies)arguesthatthereisnoblueprintonhowtobealeadernotingthatitinvolvesmorethanjustananalyticalmindashumanaffairsarenotstraightforward.His‘LeadingWisely’programmeusesliveissuesandscenesfromliteraturetoexplorethecomplexchallengesthatleadersencounter.GreekandShakespeareantragedy,thelifeofNelsonMandelaandmodern-dayscenariosallprovidepowerfulsupportingmaterial.
AlanThomson,DirectoratengineeringconsultantsArup,believesusinghistoricandclassicliteratureaslivecasesprovidessomeappropriatedistancetolookattimelessleadershipissueswithfresheyes.Hesays“Ienjoyedthedrawingoutofexamplesinbothclassicalandcontemporaryform:theclassicalsituationsoftenbroughtlessonswhichareasrelevanttotheartofleadershipasanymodernexamples.Ienjoyedtheemphasisthatleadershipisaboutfindingthebestshadeofgreyratherthanexpectingtofindeitherblackorwhite”.
AtWBS,weprideourselvesonourinnovationaswellasourworld-classresearchandunderstandingofcontemporaryproblems.Weareaboutdoingthingsdifferentlyandthevalueofourresearchistohaverealbusinessimpact.TosharethispotentialforimprovingperformanceWarwickisnowrunning
programmesatitsnewcampusbasedintheShardinLondon.
Webelievethatcollaborationisofcentralimportancetothecompetitiveadvantageofanorganisation.TheintroductionofBS11000hasgreatlycontributedtothedebatesaroundcollaboration,butthereisstilllimitedunderstandingofwhatconstitutessuccessfulcollaborativerelationships.Thereismuchtobelearnedabouthowtomanagetheserelationshipssuccessfully.AteamfromWBS,ledbyDrMehmetChakkolisconductingaresearchprojectonbehalfofICWfocusingonbenefitsrealisationthroughinterviews,workshopsandalargescalesurveytoinformunderstandingofthecurrentandpotentialstateofcollaborativeworkingintheUKandbeyondbyidentifyinghistoricalexamples,bestpractices,keychallengesandtrends.Hisresearchhasalreadyidentifiedthefollowingmythsaboutcollaboration:
Myth 1: Collaboration is a trend:Somesuggestthatcollaborationisafashionableandshorttermconcept.Howeverevidenceindicatestheopposite.Thereisarisingtrendinindustrytoincreasecollaborationverticallyorhorizontallyandevenwithcompetitors.Infactvariousobjectivemeasurementsindicatethatwewillseemorecollaborationacrossvariousindustries.Collaborationisheretostaysoweneedtolearnmoreabouthowtomanageitsuccessfully.
Myth 2: Collaboration is costly:Thismaybetrueinitiallyastherewillbeadministrationandtechnologycosts,andinvestmentinman-hours
Moving from black and white to the “best shade of grey”
Kathleen Molan, Warwick Business School, University of Warwick
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andinfrastructure.Howeverinthelongertermsuccessfulcollaborationwillresultingreaterinnovation,projectsuccess,reputationgains,greaterbusinessacumenandaccesstonewresources.Organisationsdonotexistinisolationsotheyneedtoadoptalongtermstrategytobuildcollaborationsandtopoolknowledge,skillsandexperienceinordertoachievebettervalueandfinancialgains.
Myth 3: Collaboration is always profitable:Recentfiguresshowthatmorethan50%ofservicesoutsourcingcontractsareterminatedbeforetheendofthecontract,whilstmergersandacquisitionssufferafailurerateofabout70%.Failedcollaborationisinfactverycostly.Topreventthis,thebestcollaborationagreesanappropriateexitstrategyforthepartiesinvolvedearlyonintheprocess,recognisingthepositivesandnegatives.Toachievethis,incorporateplanned‘reviews’inthecourseofthecollaborationandclearlyspecifyhowtheendgoalcouldbereachedbybreakingitdowntoimportantmilestones.
Myth 4: Collaboration is a polite activity:Agoodcollaborationrequiressomefrictioninordertohaveanopenandtrustedconversationespeciallyatthestartwhenthepartiesinvolveddefinetheirgoalsandobjectives.Studyafterstudyshowsthattrustisakeyfactorforanytypeofstrategiccollaboration–buttoomuchtrustcaneasilyyieldnegativeresults.Researchshowsthatinvestinginacollaborativerelationshippositivelyaffectstheinter-firmperformance,butiftakentoanextremeitcaneitherreduceobjectivityindecisionmakingorincreasetheopportunisticbehaviouramongstparties.Soabalancemustbestruckbetweentrustingone’spartnertoallocateappropriateresources(andtakingappropriateprecautions)andremainingopenmindedaboutbusinessopportunities.
Myth 5:Collaborationisamongstorganisationsnotindividuals:Whileorganisationsincreasinglytendtoimplementstrategiesandpracticestoinstitutionaliseorganisationalrelationships,ourresearchshowsthatindividualrelationshipsplayakeypartinsuccessfulcollaborations.
Myth 6: Collaboration does not require skills:itisjustapartofdailybusiness:Adebatepersistsaboutwhetherskillscanbenurturedorarejustnatural;itisquiteobviousthattherearecertaincommonandvaluableinterpersonalskillsthatcouldcontributetothesuccessfuldeliveryofcollaborativeprojects.Agoodcollaborationstartswithempathyandmutualunderstandingofdifferentmanagementandleadershipstyles.Internationallyanawarenessofdifferentculturalpracticesiscrucial.Toachieveaconsistentinterfaceacrossdifferentcollaborationstargetedtrainingisrecommendedtodevelopemployeeskillsandbehaviours.Thiscouldbeinternalintheformofknowledgeandexperienceexchangeorexternalincross-industryplatforms-allsupportedbycoachingandmentoring.
Myth7:Collaborationisnotasupplychainissue:Nobusinessisanislandandeveryorganisationispartofasupplychain.Thesupplychainimplicationscanhavesignificantimpactontheperformanceoftheorganisationsinvolved.Butalthoughsupplychainsareintegraltobusiness,weonlyhavealimitedunderstandingoftheirinfluenceoncollaborations.Forinstance,acollaborativeprojectwithanewcustomerwillresultinfurthercollaborationwithotherpartnersandsuppliersandbetterinternalcommunication.Thusasupplychainviewofcollaborationisessential.
Togetinvolvedinthisresearchprojectcontact:Mehmet.Chakkol@wbs.ac.uk Kathleen.Molan@wbs.ac.uk
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iP Startingin2012theInstituteofCollaborativeWorkingandWMG(WarwickManufacturingGroup)attheUniversityofWarwickhavebeensuccessfullyprogressingtogethertowardapathwayofpostgraduatequalificationsforICWmembersandotherglobalorganisationsacrossarangeofindustries.
DrPaulConnor,asauthorandmoduletutorofthenewpostgraduate‘ReputationandRelationshipManagement’module,recognisedthebenefitsassociatedwithBS11000andaskedDavidHawkinsofICWtodeliveraseriesofsessionsforfull-timeandpart-timeMScstudents.Enthusiasticreviewsoftheassociatedacademicandpracticaloutcomesoverthepasttwoyearsofmodulerunningsledtotherealisationthatthetopicwasakeyareaforfuturedevelopment.Themodule’ssuccesscombinedwiththeworldwidemovementtowardincreasinglevelscollaborativegovernance,provisionandapproachesfuelledtheimaginationofDavidHawkinstoexploretheingredientofleadershipinshapingandimplementingcollaborationagendasanddelivery.
Anewmoduleentitled‘CollaborativeLeadership’wasauthoredbyDavidHawkins.Inthetruespiritofcollaboration5academicsubjectspecialistsfromWMG,18individualsfromICWmembercompaniesalongwithinputfrom3guestspeakers,from2industrycasestudypresentations,participatedinasoul-searchingpilotduring23rd-27thFebruary2015inordertoshapethecoursebeforeitsgeneralrelease.Theinputwasmostpleasingasallconcernedconsideredissuessuchas:whatiscollaborativeleadershiptakingintoaccountbothitsadvantagesanddifficulties,wheniscollaborativeleadershipdeemedtobeappropriate,whoarecollaborativeleadersandhowiscollaborativeleadershippractisedandmeasured.
Seminaloutputsfromthecollaborativeleadershippilotcentredontheidentificationoftwospecificcharacteristics.Firstitisnotabouttheleaderdecidingwhattodoandinstructingotherstocarryoutthetasks,ratheritisabouttheleaderhelpingthegrouptofocusonthetaskaftertheyhavedecidedcollectivelywhattodoabouttheissuetheyfacei.e.leadershipofacollaborativeeffort.Second
leadershipcanchange,bygroupdecision,fromoneperson/organisationtoanotherasdifferenttalentsorcapabilitiesarecalledfororevenleadershipcanbepermanentlysharedbyallorseveralmembersinvolvedinthecollaborationi.e.leadershipascollaborativeeffort.
Asaresultofincorporatingtheconstructivesuggestionsaboutamendments,refinementsandenhancementsreceivedinfeedbackfromthepilot,ICWandWMGhaveagreedtotwoadditionalmodulerundatesthussendingapositivemessagetotheICWcommunityandotherglobalorganisations.WorkhasalreadystartedonexploringthepossibilityinthenearfutureofanICW/WMGbadged3modulePGAinCollaborativeLeadership&Change.AsdelegatesprogressthroughtheircareerstheywillbeabletoupgradetheirPGAtoaPGCinCollaborativeLeadership&Changethroughtheadditionofthreemoremodulesandcompletionofawork-relatedproject.
WMGwasfoundedbyProfessorLordKumarBhattacharyyain1980tohelpreinvigorateUKmanufacturing.FromitsinceptionWMG’smissionhasbeentoimprovethecompetitivenessoforganisationsthroughtheapplicationofvalueaddinginnovation,newtechnologiesandskillsdeployment,bringingacademicrigourtoindustrialandorganisationalpractice.TheGrouphasgrownintoaninternationalrolemodelforhowuniversitiesandbusinesscansuccessfullyworktogether,withProfessorLordBhattacharyyacontinuingtoleadasChairmanofWMG.
WMG’seducationprogrammesattractstudentsfromacrosstheglobewhorecogniseandvaluetheapproachtoresearchandimpactdriveneducation.StronglinkswithindustryenableWMGstudentstounderstandindetailwhatwillbeexpectedofthemwhenworkingintheglobaleconomy.ProfessionalsfromawiderangeofsectorsrecognisethatWMG’suniquecombinationofexperienceandacademicexcellencewillelevatetheircareertoahigherlevel.WMGwasdelightedtobeawardedtheQueen’sAnniversaryPrizeforHigherandFurtherEducationin2009.
p.connor@warwick.ac.uk
Collaborative leadership – a new post-graduate opportunity
Paul Connor, Warwick Manufacturing Group, Warwick
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InOctober2013theWelshGovernmentFinanceMinister–JaneHuttAMlaunchedtheJointBiddingGuidedesignedtopromotecollaborativebidsfrommainlysmallerWelshcompaniesandunderpinthestrategyofstrengtheningtheWelsheconomythroughcollaborativeworking.
InparalleltheInstituteforCollaborativeWorkinginWaleshasworkedcloselywithCardiffBusinessSchool,CardiffUniversitytodevelopanddeliveratrainingpackagedesignedtoequipsmallbusinessesandpublicsectorbuyerstoapplytheprinciplesofBS11000.
BoththeInstituteandCardiffBusinessSchoolwererepresentedontheManagementBoardandSteeringGroupthatpilotedtheJointBiddingGuidethroughsuccessfulinitialevaluationandadoption.
SomeexcitingnewprojectsarenowsettoembraceBS11000asacommonstandard.
WearelookingforwardtoworkingwiththetidalandwaveenergydevelopersinWestWaleswhoarecarryingademonstrationofsomeverynewandinnovativetechnologiestoharnesswaveenergyandtidalcurrents.
ThewidelypublicisedtidallagooninSwanseaBayismovingtowardstheconstructionphasesupportedbyConstructionFuturesWaleswhoareinvolvinganumberofsmallerWelshbusinessesworkingincollaboration.
Thisyearhasseentheopeningofthenew£13.5MPostgraduateTeachingCentreatCardiffUniversitywhichisnowhometoourseriesoftrainingcourses“Growthroughcollaborativeworking–EffectiveimplementationofBS11000”deliveredbyJaneLynchonbehalfofCardiffBusinessSchool
Collaborative working is the strategy for economic growth in Wales
Jane Lynch, Cardiff Business School, Cardiff Robert Meakes, ICW, Wales
TheInstituteforCollaborativeWorkinginWaleshasadoptedanewtrainingbaseintheConwyvalleyatthePlasMaenanHotelwherewecanofferaccommodationtodelegatesfromoutsidethelocalareaatthesametimeasprovidinganexcellenttrainingenvironment.
2014/15hasbeenaveryproductiveyearintermsofestablishingimportantkeyrelationshipsacrossWalesanddevelopingourforwardstrategytosupporttheeconomyinWales.Wehaveseenexamplesofsmallerbusinesseswinningvaluabletendersandcontractsthroughstructuredcollaboration–sometimesbeyondtheirexpectations.
Theroll-outofthejointBiddingGuidehasalreadystartedandiscreatinghugeinterestinBS11000frombuyersandsuppliers–theeconomicbenefitsarebeginningtoberealisedwithtremendoussupportfromourFinanceMinisterandMinisterforEconomy,ScienceandTransport(EdwinaHartAM).
ThePublicSectorplaysanimportantpartintheWelsheconomyastherearerelativelyfewlargeorganisationslocatedinthecountry–sotheadoptionofcollaborativeworkingisdeliveringbestvalueforthetaxpayeraswellasretainingarisingproportionofspendtotakeadvantageofthe“localmultiplier”astheWelshpoundcirculates.
2015/16willbeanexcitingyearmarkedbyrapidgrowthintheapplicationofBS11000asacoremanagementdiscipline.OurcloseworkingrelationshipwithCardiffBusinessSchool,CardiffUniversitywillcontinuetoflourishandweanticipatefurtherdevelopmentstooursuccessfuleducationprogrammeinWales.
OurnewrelationshipsandcollaborativepartnershipsareyieldingresultsthatunderlinethebenefitsofferedbytheInstitutetothewholecommunity.
lynchj2@cardiff.ac.ukrobert.meakes@robertmeakes.com
94 The Partner – May 2015
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COLLABORATIVE WORKING AWARENESS TRAINING
• Increased levels of innovation
• Enhanced competiveness & performance
• More tenders awarded
• Improved cost & risk management
• Streamlined working
• Improved joint efficiency
• Active value creation
Small and medium-‐sized enterprises help drive the UK economy, often through
innovative product and service offerings. Collaboration is a powerful tool in unlocking the potential between willing collaborators, and can enhance the business proposition
through:
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So,bynowI’msurethateveryoneisusingthewords,collaboration,partnering,workingtogether,andevenBS11000inoureverydaylanguage,butwhatdoesitallactuallymean?Myexperiencehasshownthatitisalittlebitlikesaying,“I’m
flyingofftoabeautifuldestination”butinreality,you’renotdoingtheflying,someoneelseis,whileyoujustsitthereandwatchafilmwithperhapsadrinkinyourhand.Infact,ifsomeoneweretosityouinthecockpit,chancesareyouwouldn’tknowwheretostart.
IhaveusedthisanalogytohighlighttheprinciplethatBS11000andcollaborationcannotbe–andisnot–theresponsibilityof‘others’andthateveryonehasaparttoplay.Inourdaytodaybusinessweconstantlycomeacrosscompaniesandindividualswhousethelanguage,yethavenoconceptofthestructureandmethodologyoftheStandard.Moreover,theyseemtohavetheirowninterpretationof‘collaboration’–whichismoreoftenthannotgearedtotheircurrentwaysratherthanworkingtotheguidanceoftheStandard.Continuationofthiswayofthinkingwillnotrealisethefullbenefitsofcollaboration,andcouldevenbedetrimentalifarelationshipwereformed,onlytodiscoverthatyoudon’tactuallyknowtheprinciplesofwhatyouaretheretoachieve.
ThereisafirmbeliefthatalevelofawarenessthroughoutacompanywilleasethejourneytowardsBS11000.Evenifyourcompanyisn’tlookingtogoasfarascertificationtotheStandard,itisstillbeneficialtohaveabasicunderstandingoftheeightstepsofcollaborationsoatleastwhenyouusetheterminology,youhaveawarenessandunderlyingknowledgeofwhatitisabout.Backtotheflightanalogyforasecond:ifanyonehaseverattendeda‘fearofflying’course,hewillknowthat,toovercomethefear,theywalkyouthroughthevariousstagesduringaflight,andwhatwillbehappeningtotheaircraftduringthosephases,enginestart,taxi,takeoff,manoeuvring,and
landing.Thepremisebeingthatifyouhaveabasicunderstanding,thenthefearandapprehensionwilldiminish.Indeed,itcanhappenthatyouaresopleasedwithyourlevelofunderstandingthatyoufeelconfidenttocounselandinfluenceotherswithyournewfoundknowledgeandconfidence.
Thisapproachinrelationtocollaborationisfundamental,andisamajorcontributortowardsmakingthejourneyasuccess.Themorepeopleyoucanhavewithanawarenessoftheprinciples,thenthemorepeopleyouwillhavebelievingintheconceptandtheviabilityoftheirowncontributionstomakingcollaborationwork.Withthisinmind,theICWhaveworkedcloselywithRTTrainingSolutionstodevelopanawarenesscourseoftheprinciplesofBS11000.ThecourseistheonlyawarenesscourseendorsedbytheICWandisdesignedtogivedelegates,ofeverystatus,anintroductiontotheeightprinciplesforcollaborativeworking.Itwilltouchoneachphaseofthejourneyandmakeclearthedefinedrequirementsofeachoftheeightphases.FeedbackaboutthecourseindicatesthatitisaninclusiveandengagingwayoflearningabouttheStandard,inamoreinformalandlessprescriptiveformatthanthatwhichwillberequiredlaterinthejourney.Referencingcasestudiesandincluding‘reallife’facilitateddiscussion,thecoursewillalsoaimtoaligntheprinciplesandtheirrelevancetoparticularbusinesses.Italsoconcentratesontheculturalrequirementsneededforsuccess,andtheroleprofileneedsforanewwayofworking.
ItisrecognisedthattheremightbearesistancetoadopttheStandardbysomebusinessesastheyfeelthattheirparticularbusinessiseithertoosmall,tooestablished,toosetinitswaysetc,butIrememberbackwhentheCDMRegulationswereintroducedandthereluctancebysomecompaniestoadoptthem.Thethinkingwas‘ifIdon’tdoanythingtheymightgoaway’,wellguesswhat–theydidn’t.Manycompanies,(includingtheoneIwasworkingforatthetime)suddenlyfoundthemselvesnon-compliant,whichwasbusinessaffecting.Themadscrambletoputthisrighthadanegativeeffectonthebusiness,notonlyinfinancialterms,butalsoinreputationalterms.NowI’mnotsayingthatBS11000isinthesamecategory,asitisnotaregulationnorindeedmandated,but,itisforming
Are you aware ?
Steve Holmes, RT Training Solutions
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aneverincreasingpartofthetenderevaluationprocess,withahigherscoreratingbeingappliedforcollaborativecompetence.Beundernoillusionthatcrossindustrysupplychainsarepushingtheconceptofcollaborativeworking,andwilllooktofavourbusinessesthatshowanawarenessandacultureofcollaboration,eveniftheydon’tholdcertificationtotheStandard.
Itismyfirmbeliefthat,inthecurrentclimateandwiththerecognisedshortageofskillswithinallsectorsofindustry,thenewwaytosecureaworkforceandacustomerbaseistoforgestrongerrelationships.Arelationshipbuiltontrust,innovation,creativityandmutualbenefitwillgoalongwaytowards‘keepingtheshipsteady’.Butweallknowthat–don’twe??
Iamalwaysintriguedbythewaythatotherearthdwellersoftenworktogetherinstinctively:noamountofcollaborativetrainingtellsaflockofgeesetoflyinacertainformation,theyjustdo
itbecauseitisthemostefficientwaytofly-ordolphinswhocorralfishintoaballsotheycanfeed.Therearemanymoreexamplesofthisinstinctivecollaboration.But,forsomereason,themostintelligentofspecies,thehumanbeing,oftenchoosestoabandontheseinstinctivetraitsinfavourofamoreselfish,adversarialwayofworking–strange,don’tyouthink,thatweshouldfeeltherequirementtotraintodowhatshouldcomenaturally??Thisisarhetoricalquestion,asI’mnotsurethereisananswer,however,whatisforcertainaretheresultsandbenefitsthatcanberealisedthroughtraininganddevelopingtherightskillsandcultureswhichactasacatalystforcollaborativesuccess.
Forfurtherdetailsaboutthe‘AwarenessoftheprinciplesandbenefitsofCollaborativeWorking’course,thenpleasecontactRTTrainingSolutionson01473242344.
Steve.Holmes@RTTSolutions.co.uk
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Garry Griffiths, RDC
RDC is a UK based Information Technology Asset Disposition (ITAD) business specialising in the reuse and recycling of used computers. Having developed a successful UK business, customers urged RDC to provide similar services to their overseas operations and collaborative working with international partners around the world was chosen as the strategic means to achieve these aims.
UsingBS11000asabusinessmodelforcollaborativeworking,RDCbuiltanetworkofinternationalpartnersthathasdeliveredITADservicesinmorethan130countries.RDC’sInternationalPartnerITADNetworkmanagementsystemwasBS11000certificatedin2014.
Thetraditionalcollaborativebusinessmodeldepictsoneorganisationcollaboratingwithoneormorepartnerswithparticularsetsofskills–partsmanufacturer,HRorprofessionaladvisors,forexample.
WhatisinnovativeaboutRDC’sapproachisthatRDCandPartnersallprovidethesameuniformsecureandenvironmentallyresponsibleITADservicesinseparatepartsoftheworld.
RDC’sInternationalPartnerseachprovidesITADservicestothebestpracticestandarddevelopedbyPartnersincollaboration.RDCactsastheexecutivepartner,asinglepointofcontact(or‘onethroattochoke’asonecustomercolourfullyputsit)andliaiseswithPartnerstodeliverITADservicesacrosstheglobe.RDCinvoicesclientsandpaysPartnersforservicesdelivered–“Oneforall,allforone”asM.Dumasputitsosuccinctly.
RDChadbeenworkingwithsomeinternationalorganisationsinanadhoccollaborativewayforseveralyears.However,in2013ourBSIclientmanagerPaulBarrettsuggestedBS11000and
itquicklybecameapparentthatthisofferedasynergisticsolutiontoRDC’sstrategicplans.
ApplyingtheCRAFT8-stagecollaborativerelationshipmodelrecommendedbytheInstituteforCollaborativeWorkingforBS11000appeareddauntingatfirst–butitemergedthatthemodelsystematicallydescribedthewayRDChadbeenworkinganyway!TheCRAFTmodelhelpedRDCaddressgapsinourapproachandspedupmanagementsystemdevelopment.
AWARENESS –customersinitiatedthisphasebyaskingRDCtosupporttheiroperationsinEurope,theUSAandtheFarEast.Settingupbusinessoperationsinseparatecountriestakestime,expertiseandsignificantstart-upbankrollingresourcecoststhatasmallbusinesssuchasRDCdidnothave.Aquicker,morecosteffectivesolutionwastoidentifylocalITADbusinessesthatcouldprovideservicessimilartoRDCusingexistingfacilities,people,processesandtools.Partnershipsalsoofferamorelongtermcommitmentthantraditionalvendor/suppliercontractarrangements.RDC’ssearchforinternationalpartnersbeganinearnest.
KNOWLEDGE –thisphaseinvolvedRDCopeningcollaborativedialogueswithpossiblepartnerstoidentifythekeyskills,competenciesandresourcesneededtoperformabasiclevelofITADservices.Securedestructionofdatausingapprovedtoolswaskey,withtrackingandreportingoneachdeviceprocessedneeded.DiscussionsbuiltanITADspecificationofrequirementsforglobaloperations.
INTERNAL ASSESSMENT –identifiedthepeoplewiththeexperienceandskillsneededtodevelopanetworkofinternationalpartnersoperatingtobestpracticeITADspecifications.RDCformedanInternationalPartnerteamfromServiceSales,SustainabilityandServiceDeliverypeople.ProductSalesidentifiedtrustedITADcustomerpurchasers
Collaborative working on a global scale – an innovative approach
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andsuppliersofusedITacrosstheworldasprospectivepartners.
PARTNER SELECTION –ledtothedevelopmentofaQuestionnairetogaugethecompetenciesandcapabilitiesofprospectiveInternationalPartnersbasedonPartnerITADspecification.SWOTanalysiswasusedtodevelopimprovementplans–manynon-compliancesmeaningnon-selection.
WORKING TOGETHER –producedtheITADToolkitcomprisingbestpracticeprocessessuggestedbyRDCandPartnersbaseduponourownexperience.AregisterofITADlegalandregulatorycompliancerequirementswasalsodevelopedforeachcountryinwhichtheITADservicesarerequired.
VALUE CREATION –AddedvaluearosefromtheextrabusinessthePartnerNetworkgeneratedforallpartners.ReciprocalITADservicesdevelopedwithRDCbecomingtheUKandEuropeanPartnerforUSandAustralianPartners.SomePartnersalsoofferedvalueintheformofinnovativespecialistequipmentsuchasanewdegaussertoerasedataonharddiskstolabellingcomponentstoconfirmoriginalpartshadnotbeenswappedforinferiorreplacements.
STAYING TOGETHER –Siteaudits,ongoingperformancemonitoringagainstagreedservicelevelsandcustomerspecifiedrequirementsandregularreviewsallverifyPartners’continuingcompliancewiththeITADNetworkstandards.AssociationwithaBS11000certifiedinternationalnetworkalsoattractedambitiouspartnersaimingtogrow.
EXIT STRATEGY –ThiswasanewphenomenonaddedtoPartnerRelationshipManagementPlans.Initialconcernsat“Whyareweplanningtofail?”wereovercomebyexplainingthemutuallybeneficialreasonsforthiscontingencyplanning.
UnderstandingRDC’sinnovativeadoptionofcollaborativeworkingintoaninternationalnetworkofuniformITADserviceproviderswasnottheonlychallengefacedbyBSI’sBS11000Assessor,MarkFearon.WhilstassessingRDC’ssiteinEssex,Markhadtoconducttelephoneinterviewswith
RDC’sInternationalPartnersinAustralia,ItalyandtheUSA.Allconfirmedandenthusiasticallysupportedthecollaborativeapproachadopted–andcertificationwasrecommended.
RDC’sBS11000certificationalsoaddedauniquesellingpointinthecompetitiveITADserviceareaasnoothercompetitorwasseekingthis.BusinessresearchersGartneraddedRDCtothe‘Visionary’quadrantofupandcomingITADplayersglobally–attractinginterestfromglobalgiantArrowElectronicsIncwhoacquiredRDCfromComputacenterinFebruary2015.
Globalbusinessesarenowseekingglobalserviceprovidersanddeliveringbestpracticeservicesgloballyisachallengeforbusiness.RDC’sindependentlycertifiedBS11000collaborativeInternationalPartnerNetworkreassuresprospectiveservicecustomersthattheirITADriskshavebeenaddressedandmitigatedbyanestablished,bestpracticebusinessmodel.
Global service providers take note – collaborative working and BS 11000 can help you too!
RDC’sITADservicescanbeseenatwww.rdc.co.uk
ggriffiths@rdc.co.uk
RDC’s Technical Test Area for refurbishing IT
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Dependingonthecountrywhereyouliveorthesectoryouworkin,thesmartcityconceptcanmeandifferentthingstodifferentpeople.
Asmartcityinitiativemayofferonepersonthechancetotackleanurbanenergycrisisthroughtheuseofsmartmetering,whileforanotheritmaymeancallingupadriverlesscarorofferingwaystoincreaseparticipationinthedemocraticprocessthroughbetteruseofsocialmedia.
Newdigitaltechnologiesofferanendlesslistofopportunitiesforpeopleinallwalksoflifelookingtoimprovecityliving.WiththepredictedgrowthoftheInternetofThingsandtheemerginganalyticalpowerofBigDatasolutions,thepotentialforgatheringfurtherinformationanddrawingactionableinsightsfromthesedigitaltechnologiesisagreatprospect.
Giventhescopeofsmartcities,itisunderstandablethatthereislittleconsensusonwhatthedefinitionofa‘smartcity’shouldbe.TheBritishgovernmentclaimsasmartcityisnotastaticconcept.Itsays“Thereisnoendpoint,butratheraprocess,orseriesofstepsbywhichcitiesbecomemoreliveable’andresilient.”Wherethereisclarity,however,isinthepossibleopportunities.
AstudycommissionedbytheUKgovernmenthasestimatedthatthecommercialvalueofsmartcitysolutionsandservicescouldreach$408bnperannumby2020.AnalystfirmFrostandSullivan,meanwhile,putsthecombinedmarketpotentialforenergy,transportation,healthcare,building,infrastructure,andgovernanceat$1.5tnglobally–afiguregreaterthantheGDPofSpain.
Talkingaboutpotentialisdifferenttorealisingpotential,however.Itisunlikelythatan
overarchingbodyisgoingtoemergeandmanageeverythingthatitispossibletoachievewithsmartcitysolutions.
Themostlikelyorganisationstoofferthiswouldbethelocalauthoritiesgoverningtheindividualcities.Butwhenausteritymeasuresarestillcuttingintopublicsectorresources,alooseningofthepursestringsforsuchanepicundertakingseemsunlikely.
GiventhenumberofhighprofiledigitalprojectsthathavegoneawryintheUKinrecentyears,athugecosttothetaxpayer,itmayalsobeastruggletofindtheconfidencewithinacitytoembarkonthistypeofproject.
Thistypeoftopdownimplementationwouldalsobefartooslowtodeliver.Peopleonthegroundmaywellspotbenefitsthatdigitaltechnologycandelivernow,butbefrustratedbythosehigherupwantingtorevieweachprojectandworkitintosomekindofmasterplan.
AsformerOvumpublicsectoranalystandsmartcityevangelistJoeDignansays“Asmartcityisadevelopingorganismthattakesadvantageofthebestcontemporarytechnologyavailable.”Smartcitieswillgrow,notoutofonemonolithicprogramme,butratherthroughnumeroussmallprojects,whichwillexploitthetechnologyavailabletousnow.
Superfastbroadband,4Gnetworks,mobiledevices,telematicsandmachinetomachinesolutionsarealreadyhelpingusdothis.We’veseenhowcompanieslikeGoogleareabletominemobilephonedatatomapcongestioninrealtimeandhowtheCityofLondonisusingBigDatatotrackcrimehotspots.
Realising the benefits of smart cities sooner
Stephen Bushell from Mercato Solutions – a Probrand Group company, explores the realities of unlocking smarter cities.
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Realising potential Whatwereallyneedareapplicationsthatcanautomatetheintegration,processingandmanagementofallthisinformation–amovefromtheinformationeconomywherewecreatedata,totheintelligenteconomywhereweconnectupandextractvaluefromit.Thisisthepracticalstumblingblockthatneedstoberesolvedbeforewecanrealisethetruebenefitsofsmarter,morecollaborative,cities.
Itiscrucialthatorganisationsareabletocreateapplicationsforthesespecificpurposesquicklyandeasilywhenanopportunityisidentified.ResearchinthepublicsectorhasrevealedthatlocalgovernmentITexecutivesstillfindthisachallenge.Astudy,conductedbyMercatoSolutions,foundthat‘unacceptablerisk’,‘longtime-frames’and‘highcosts’werecitedasthemainbarrierstodevelopingtheseapplications.
Thisneednotbethecasehowever,astheemergenceof‘lowcode’,and‘nocode’,applicationdevelopmentplatformsareremovingtheseobstacles.Byusingtheseplatforms,applicationsdonotneedtobebuiltcompletelyfromscratch–astheheavycodingisdoneinthebackground–sothepotentialrisks,timeframesandcostsaregreatlydiminished.
IsaacNewtononcesaid:“IfIhaveseenfurtherthanothers,itisbystandingupontheshouldersofgiants.”Applicationdevelopmentplatformsareallowingorganisationstodojustthis,buildontheworkofotherstogofurtherquicker.
Theothergreatadvantageofnocodeplatforms,suchasMercato’sKnowledgeKube,isthatitmakesitpossiblefornon-technicalpeopletocreatebespokesoftwarewithoutanyknowledgeofhowtowritecode.Instead,applicationscanbebuiltthroughagraphicaluserinterface.Analystsoftenrefertothesenon-technicalapplicationbuildersas‘citizendevelopers’.
Theseself-serviceplatformshavemadeitpossibletotakeacompletenoviceand,with60daysoftraining,seethemquicklyproduceadvancedapplicationsyouwouldexpectfromexperienceddevelopersusingtraditionaldevelopmentapproaches.ThisisexactlywhatwewitnesstimeandagainwiththeyoungapprenticestrainedupasKnowledgeKube‘implementers’.
Ifwearegoingtoexploitthepotentialofsmartcitiesmorequickly,weneedpublicandprivateexecutivestorealisethat,whentheyspotanopportunity,theythemselvescancreateanapplicationthatwillmakethishappen.Theirteamscancollaborateandcreateusingtheapplicationplatformasaservice(aPaaS)model,whereanenterpriseplatformlicenceplustrainingunlocksinternaldigitalcapabilityandenablesunlimitedcreationofapplications.
Alternatively,atMercato,thebusinessalsouniquelyoffersadedicatedteamofno-codeimplementers,soexecutivescanactivelycollaborateinrapidapplicationdevelopmentandgethostedbusinessprocessapplicationsmorequicklyandatlesscost.
Anothermajoradvantageofdevelopingapplicationsinthiswayisthatexecutivescantestthewaterwithminimalconsequence.Ifanopportunityisspotted,organisationscanquicklyprototype,test,learnandamendapplicationseasilyandinreal-time.
Thetechnologyexiststhatcandeliversmartcitysolutionsnow,butitiscrucialthatwehavetheabilitytoexperimentandinnovateinordertorealisethepotentialbenefitssooner.Inthisregard,no-codeapplicationdevelopmentplatformsareturningwhatwasonlyasmartcitypossibilityintoareality. Steve.bushell@theindex.co.uk
Do something different today!
Business processes still holding you back?Insanity.
KnowledgeKube.Automate business processes fast.Create applications at reduced cost and risk.Drive efficiency. Transform productivity.
The IT Perspective
“Our resources are scarce. We’ve been able to let the business
innovate and deliver whilst retaining control and governance.
It’s relieved the pressure on our development teams and when
needed, we simply design, build and deploy applications rapidly, freeing time to focus
on the things we really need to.”
The Business Perspective
“It couldn’t be simpler, unprecedented ROI, low TCO and results in days.
We created line of business applications that automated processes
quicker and at less cost. We’ve connected and extended existing
systems and data too.”
4401PBG/KKA4
follow us@KnowledgeKube
KnowledgeKube is a product of Mercato Solutions Limited.
Learn More0121 605 2050www.knowledgekube.co.uk
The Partner – May 2015 101
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Do something different today!
Business processes still holding you back?Insanity.
KnowledgeKube.Automate business processes fast.Create applications at reduced cost and risk.Drive efficiency. Transform productivity.
The IT Perspective
“Our resources are scarce. We’ve been able to let the business
innovate and deliver whilst retaining control and governance.
It’s relieved the pressure on our development teams and when
needed, we simply design, build and deploy applications rapidly, freeing time to focus
on the things we really need to.”
The Business Perspective
“It couldn’t be simpler, unprecedented ROI, low TCO and results in days.
We created line of business applications that automated processes
quicker and at less cost. We’ve connected and extended existing
systems and data too.”
4401PBG/KKA4
follow us@KnowledgeKube
KnowledgeKube is a product of Mercato Solutions Limited.
Learn More0121 605 2050www.knowledgekube.co.uk
102 The Partner – May 2015
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Alongestablishedcustomerofabank,MrJones,wentintohislocalbranchaccompaniedbyhis‘socialworker’onedaylastyear.Thegentlemanwantedtoswitchhisbankaccountfromasavingsaccounttoanaccounthecouldaccesswithacashcard.
Allseemednormal:luckily,thebankinquestionisaMemberofCifas:anotforprofitleaderinfraudpreventionthatenablesorganisationsfromeverysectortosharedatatopreventfraudandprotectthepublic.
Inthiscase,thebankranhisdetailsthroughCifasandmatchedonamarkerforthe“ProtectiveRegistrationfortheVulnerable”case.ThebankcontactedCifasforadvice,whointurncontactedthelocalauthority.ThelocalauthorityadvisedCifasthatthissituationcouldnotbegenuine,asasocialworkerisunlikelytoaccompanyoneoftheirclientstoabankandthatanychangeinfinancialproductswouldcomefromthelocalauthorityandnotfromtheindividualhimself.Cifasrelayedthisinformationbacktothebank,andalsoprovidedthelocalauthoritywiththenameoftheindividualsothattheycouldcarryoutwelfarechecks.
Thisisnotanimaginedscenario(althoughtheindividual’srealnamehasnotbeenused)–itisagenuineincidentthathasoccurredsincetheroll–outofCifas’‘ProtectingtheVulnerable’programme.
Who are the vulnerable?ThevulnerableinsocietyhavebeenarecentfocusoftheFinancialConductAuthority(FCA)whohave
calledfororganisationsfromthefinancialservicessectorto review their approach to customer vulnerability.
Thesadfactisthat–intermsoffraud–anyonecanbeatrisk.ThefraudsrecordedbyorganisationsonCifas’NationalFraudDatabaseshowthatvictimsoffraudcanbefoundinallareasofthecountryandfromallwalksoflife.Therefore,atcertainstagesoflife(orcircumstances)peopleareatevengreaterriskofbeingtargetedbyfraudstersandunscrupulousindividuals.
Mostofusareluckyenoughtobeabletolookafterourselves,manageourlivesand–importantly–beresponsibleforourownfinances.Mostofusarealsoluckyenoughtoknowthat,inaworstcasescenario,ifwewerenotabletodothisforourselves,wehavefamilyorfriendswhowouldhelpifneeded.Therearesomepeoplewhoarenotsolucky,however:peoplewhoseillhealth,accidentorinjuriesmeanthattheyareunabletolookaftertheirownfinancesandarevulnerableintheireverydaylives.Thesepeople,likeMrJonesabove,alsoneedprotectionfromfraudsters.
ManylocalauthoritieshaveanAppointeeand/orCourtDeputyTeamthatisresponsibleforthefinancialaffairsofindividualslikeMrJoneswhohavebeenassessedanddonothavethementalcapacitytomanagetheirownfinancialaffairs.SuchindividualsareplacedunderacourtorderofprotectionundertheMentalCapacityAct2005andarenotabletorequestfinancialorotherservices(suchascredit,loans,passportsandbankaccounts).Cifas’‘ProtectingtheVulnerable’
Working together to protect those in need
Richard Hurley, CIFAS
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programmewascreatedlastyeartooffergreaterprotectiontothesegroups.TheserviceworksinthesamewayasourlongstandingProtectiveRegistrationservice(wheremembersofthepublicatriskoffallingvictimtofraudapplytohaveawarningflagputagainsttheirdetails,advisingorganisationstoconductadditionalcheckstoensurethevalidityofanapplication),exceptitisappliedforbytheAppointeeorCourtDeputy,andisprovidedtoLocalAuthoritiesfreeofcharge.
In2014,over123,000individualswererecordedasconfirmedvictimsoffraudbyorganisationsthroughCifas.Withsomanypeopleeveryyearfallingvictimtofraudandabletotestifytothetime,worryandeffortrequiredtoclearupthemess,‘ProtectingtheVulnerable’isanimportantpartofthecorporatesocialresponsibilityofCifas,itsMemberorganisationsandthelocalauthoritieswhoarelookingafterthesevulnerableindividuals.
Working together to protect the vulnerableThe‘ProtectingtheVulnerable’programmeisanexampleofcollaborativeworkingforagreatersharedpurpose.Asalreadydetailed,Cifasenablesorganisationstoshareconfirmedfrauddataforthepurposeofpreventingfurtherfraud:protectingindividualsfrombecomingvictimsoffraud,andallowingorganisationstotakeaproactive,preventativeapproachtofraudratherthanareactive,damagelimitation,approach.
Havinglongofferedasystemformembersofthepublictoprotectthemselvesshouldtheybeatriskoffraud(forexample,throughadatabreachorlossofpersonaldetailsanddocuments)Cifasisnowworkingwithlocalauthoritiestoensurethatthosepeoplewhoaremostvulnerabletounscrupulousindividualsareprotectedbeforefallingvictim.
Severallocalauthorities–includingBirmingham–oneofthelargestinthecountry–havesigneduptothe‘ProtectingtheVulnerable’servicealready(whichisofferedfreeofcharge),withseveralothersintheprocessofjoining.Over1,000vulnerableindividualshavealreadybeenregisteredtoprotectthemfrombeingtargetedbyunscrupulousindividuals,withseveralcasesreportedofhowtheprotectivemarker(and
followingdiscussionsbetweenafinancialservicesproviderandlocalauthority)hasstoppedindividualshavingtheiridentitiesusedbyfraudsters.
AngelaSmall,AppointeeandCourtDeputyOfficeratBirminghamCityCouncil,wasoneofthefirstCourtDeputyOfficerstoworkwiththeprogramme.Shesaid:“WithintwomonthsofregisteringourvulnerableclientswithCifas,creditsearchalertsrevealedimpressive,yetdisturbingfindingsoftwoseparatecasesofattemptedfraud,bothonlineandinperson,inthenamesoftwoofourclients.ThesefindingsprovetheeffectivenessandefficiencyofCifasProtectiveRegistrationandIwouldhighlyrecommendthisservicetoalllocalauthorities.”
If you would like to know more then please contact us via email at ptv@cifas.org.uk
richard.hurley@cifas.org.uk
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Let’soutsourcethephotosynthesisdepartment!Theyarenotverygoodatflexibleworkingandinsistonoperatingonlyindaylighthours.Thedecisionwastakenawhileagoandit’sbeenagreatsuccesswithmuchlowercostenergybeingprovidedandmoreroomintheleavesforothercoreactivities.It’salsobeengreatforthephotosynthesisdepartment.Theyarenowworkingwithotherswhoneedchemicalenergy.Everyoneishappy.Exceptwearenowthinkingofbringingitback!Wehavelosttheflexibilityweoncehadandsometimesfeelthatoverallwecoulddoabetterjobourselves.
Toimproveefficiencyandeffectivenessorganisationshavetraditionallyoutsourcedbackofficefunctions.Morerecentlythetrendhasbeentobringthosefunctionsbackinhouse.Thisisamistake.Amuchbetterapproach,basedontheevolutionofbacteriaintothecellstructurewehavetoday,istobringtheoutsourcedfunctionsintooneneworganisationandaddinthekeyaspectsfromthecorebusinessthataddrealvalue-ditchingtherest.Otherwisetheoutsourcedfunctionsthataresimplyaddedbackinwithbereabsorbedinawaythatnodoubtwillleadtothesituationthatledtooutsourcinginthefirstplace.Thisthinkingappliesequallytoorganisationsthathavebeenfragmentedinsomeotherwayfollowingadifferentdriversuchastheneedtoregulate.OneexamplewouldbetheNHS,whichtodayexistsasacollectionofdifferentorganisations.
Abillionyearsagobacteriathathaddevelopedspecialisedskillstocopewiththechangingenvironmentalconditionscametogetherincommunitiestocooperateforsurvival.Thisrelationshippersistedandtheybecamemutuallydependent,creatingwhatwenowknowasthecell.Thus,settingthecaseforchange,thefundamentaldistinctionfoundtodayinthelivingworldisbetweenprokaryotes–bacteriaandeukaryotes–theprotists,animals,fungiandplants–anenvironmentallydrivenchangethatdemonstratesthepowerofsymbiosisasamechanismofevolutionaryinnovation.Thesevariouscapabilitiesorfunctionscontributedbythepartnerbacteriaarecalledorganellesinthecell.Anditistheseorganellesthatcreateanopportunitytothinkdifferentlyabouthoworganisationscouldbedesignedtocompeteintoday’sharshenvironmentalconditions.Theycreatetheopportunityto‘ThinkSmall’.
Theoutsourcingapproachhascreatedmono-businesssystemsthatspecialiseinfunctionsorcapabilitysuchasfinancialtransactionsorHRservices.Whatiftheseoutsourcedfunctionsandcapabilitiesweretorecombineinasymbioticnewform?Notbacktotheoriginalorganisationbuttoanewhighlyfunctioningsystembringingtogetherthebestofalltheindividualexpertise,neworganisationorganelles.Thisisexactlywhathappenedabillionyearsago.Bacteriaevolvedtotakeadvantageofthegrowinglevelsofoxygenandcreatedwaystoconvertchemicalenergybyabsorbingnewcomplexcarbonstructuresasfood.Others,suchasthecyanobacteria,convertedsolarenergyintochemicalenergy.Othersprovidedreproductivecapability,DNAmanagement,proteinsynthesis,motilityandmicrotubules.Togetherthiswaseverythingneededtomakeacell:essentiallythecooperationbetweencollectionsofproteinsynthesissystems,comingtogethertocreateanewbuildingblock,fromwhichanalmostinfinitenumberofsolutionscanbecreated.Whatifthathappenedwiththeorganellesofbusinesstoday:theoutsourced,brokendown,highlyspecialisedfunctionsandcapabilitiesthatsitinourvarioussectors,industriesandmarkets?
Thinking small – xP (extreme partnering)
Phil Richardson
The cell structure of plant roots
The Partner – May 2015 105
Let’sapplythis‘thinkingsmall’tothebiggestUKorganisation,theNHS.Hereisacollectionoffunctionsandcapabilitiesthatarescatteredacrossawiderangeoforganisations–theprokaryoticcellsoftoday.Therealopportunityisforthehighlydevelopedorganellestocometogetherliketheearlyeukaryoticcellsintooneefficientandeffectiveorganisation–anorganismfitforthefuture.Therearemanypositivesignsthatindicatethatthiscouldhappen.Generalpractice,asselfemployedbusinesses,alreadyshareserviceswithcommunitybasedfoundationtrusts.Manygeneralhospitalsandmostteachinghospitalsarealsofoundationtrusts.ClinicalCommissioningGroups(CCGs)focusongettingthebestcareforlocalpopulationswhilstdeliveringvalueforthepublicpurse.InEngland,NHSEnglandcurrentlycommissionsservicesthroughGPs,CCGsandspecialistservicesinhospitals.AndthereareaplethoraofotherNHSorganisationsthatlookafterotherfunctionssuchasmedicines,quality,training,estatesandinnovationthatmakeupthecomplexweboforganisationsinthehealthsector.
Becauseitiscomplex,thetemptationistothinkbig,tolookatthestrategicoverviewandtosimplifythesituationandputtogetherajoinedupsolution.UnfortunatelythiswayofthinkingsqueezesoutthenuancesofthewaytheNHSworks.ItmissesthegreatqualityofcareandservicesthataredeliveredtirelesslyacrossthecountryandleadsmanytothinkabouttryingtodrawtheNHSonapage.Insteadweneedtothinksmall:bringtogetherthespecialistfunctionsandcapabilitiestocreateasingleorganisationcalledtheNHS
(whichisironicallywhatmostpeoplealreadythinkexists).Therearegreatexamplesofthisstartingtohappenalready.Inthecommunitymulti-specialistteamsarestartingtoemergeandGPpracticesarejoiningtogetherasfederationssothattheycanprovideawiderrangeofserviceswithbetteraccessthatareavailablesevendaysaweek.FoundationtrusthospitalsareintegratingwithotherhospitaltrustsandGPpracticestoextendservicesintothecommunity.Muchworkhasalsobeendoneongettingbetteralignmentbetweenhealthandsocialcare,anddrivingbetterprevention.Althoughthisischallenging,thefocusisontheneedofthehealthandcareoftheperson.Everyonewantsthis.
Evolutionaryresponsestokeyenvironmentalpressuressuchasincreasingneedsforquality,agrowing,ageingpopulation,fundingnotkeepingpacewithrisingcostsandchangingdemandsofcustomersarehighlightingthatmaintainingthestatusquoisnotsustainable.Thinkingsmallwouldhelpchangethat.Bycreatingnewpermanentassociationsbetweenthecorefunctionsandcapabilitiesitwouldbepossiblebothtodriveoutduplication,andinasignificantnumberofcases,triplication(furthermultipliersdoexistsinsomecases).Theflowofchecksandbalancesbetweentheorganisation’sorganellescouldbesignificantlystreamlinedtoreducetheadministrativeburdenandtheadministrators.Clinicalstandardswouldbestandardisedandthecustomerofferedabroaderrangeofservicesinacommunitysettingwithbetteraccess.Thisisbeforethetechnologyrevolutionisfullygraspedwhichwouldenableavastamountofhelp,adviceandinsomecasesdiagnosistobeputinthecustomers’hands.Andthebestwaytothinkaboutthinkingsmallisatthesystemlevelgetitrightforthelocalpopulation-probablyacountyatatime.
This‘ThinkSmall’approachisbasedonasolutionthathassurvivedatleastabillionyears.Theformationofpermanentassociationsbetweenorganisms–andhereappliedtoorganisationalspecialties–thatwhenjoinedpersistedandbecamemutuallydependentandthuscreatedthebestpossibleoutcomes.
Worth thinking small just for that!
ThisarticlehasbeenwrittenbyDrPhilRichardson,basedonhisresearchinBiomimetics.WhilstprivilegedtoworkforNHSDorsetCCGtheviewsandopinionsexpressedherearehisown.www.dorsetsvision.nhs.uk
phil.richardson@dorsetccg.nhs.uk
Bacteria
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Leader in Partnership Publishing
Delivering incisive journalism and cutting-edge design, Newsdesk Media produces high-impact publications targeted to clients’ needs and demands
www.newsdeskmedia.com
184-192 Drummond Street, London NW1 3HPTel: +44 (0) 20 7650 1600 info@newsdeskmedia.com
Proud to be a member of the Institute for Collaborative Working
@newsdeskmedia www.linkedin.com/company/newsdesk-media
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Leader in Partnership Publishing
Delivering incisive journalism and cutting-edge design, Newsdesk Media produces high-impact publications targeted to clients’ needs and demands
www.newsdeskmedia.com
184-192 Drummond Street, London NW1 3HPTel: +44 (0) 20 7650 1600 info@newsdeskmedia.com
Proud to be a member of the Institute for Collaborative Working
@newsdeskmedia www.linkedin.com/company/newsdesk-media
NewsdeskMedia-corp-ad.indd 1 27/03/2015 14:13
Foralmosttwodecades,NewsdeskMediahasworkedcloselywithawiderangeofinternationalclientstoproducepublicationsforpartnersthatincludenationalgovernmentsandembassies,private-sectororganisationsandacademicinstitutions.
Oureditorialanddesignteamproducesaround20high-qualitypublicationsperyear,andourexpandingportfolioincludestitlesforthegovernmentsofIndia,SouthAfrica,theUAEandtheCzechRepublic;theAfricanUnion;allthreeUKarmedforces;andfinancialinstitutionssuchastheLondonStockExchangeGroup.
Weliketodescribeourbusinessmodelas“partnershippublishing”.Therefore,collaborativeworkisattheveryheartofwhatwedo.
Amongthecompany’slongest-runningandmostfruitfulcollaborationsisitsassociationwiththeG7,G8andG20ResearchGroupsattheMunkSchoolofGlobalAffairs,UniversityofToronto–theworld’sleadingindependentsourceofinformationandanalysisoftheinstitutions,issuesandmembersoftheseinternationalforums.Beginningwiththe2005
G8UKSummit,NewsdeskMediahasworkedcloselywithfounderanddirectoroftheResearchGroups,ProfessorJohnKirton,managingdirectorMadelineKochandtheirteam,producingpublicationstoaccompanyeveryG8andG20leaders’gathering,aswellasthe2014G7BrusselsSummit.
High-level contributorsOurpartnershipwiththeUniversityofTorontobringsenormousbenefitstobothparties,asthecombinedreputationsofapublisherwithexperienceininternationalrelationsandaninternationallyrenownedacademicresearchorganisationenablesustosecureeditorialcontentfromnumerousgloballeadersintheirfields.Recenteditionshaveincludedcontributionsfromparticipatingpresidentsandprimeministers,aswellastheheadsofprestigiousinternationalorganisations,suchasOECDsecretarygeneralAngelGurra,WorldEconomicForumexecutivechairmanKlausSchwabandOPECsecretarygeneralAbdallaSalemEl-Badri.Suchauthoritativecontentcementsthepositionofbothourpublicationsand
Reaching new summits in partnership publishing
Barry Davies, Newsdesk Media
Stephen Harper, Canadian PM at 2014 G7 Summit, Brussels
Francois Hollande, French President at 2014 G7 Summit, Brussels
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theResearchGroupsasthepre-eminentauthoritiesinanalysisofthesummitagendas.
Ourpublicationsaredistributedtodelegatesatallsummitvenuesandpre-summitevents,placedinthehandsofgovernmentrepresentatives,VIPsandmediaattendees.TheResearchGroupsarealwaysonthegroundateachsummitvenue,actingasrovingambassadorsandpromotingthepublicationsmosteffectively.Aworldwideaudienceincludinggovernmentministers,businessleaders,non-governmentalorganisationsandacademicsalsoreceivescopiesofthepublicationviaatargetedmailout,whichincludesdigitaldistribution.
Aseachsummitbookisfinancedbyadvertising,itisimperativethatwealsoworkcloselywiththecommercialsupportersofeachpublicationastheycomeonboard.Manyofthesearemultinationalcompaniesandorganisationsseekingtocontributethought-leadershippiecesintheformof‘sponsoredfeatures’,forwhichweoffertheexpertiseandresourcesofoureditorialanddesignteamsincraftingtextandlayoutstomaximisetheimpactofeachadvertiser’smessage.
Asignificantfactorinthesuccessofoursummitpublicationsoverthepastdecadehasbeenthecooperationandsupportthatwehavereceivedfromthevarioushostcountries,developedonasummit-by-summitbasis.Fromfacilitatingdistributionatthesummitvenuetoprovidingexclusiveeditorialcontributionsfromtheirleaders–mostrecentlyfromAustralianprimeministerTonyAbbott,hostofthe2014G20BrisbaneSummit–thehostcountriesplayaninvaluablepartintheongoingreputationandsuccessofoursummitpublications.Asweprepareforthe2015G7summitinGermany,wearedelightedthatourpublicationhasbeenauthorisedbythehostgovernmentandwillincludeanintroductionfromChancellorAngelaMerkel.DiscussionsarealsounderwaywiththeforthcomingG20summithost,Turkey.
Ahigh-qualitybookalwaysmakesanimpactatthesummitsand,indeed,whereverwelaunchanewtitle.Nothingbeatsthelookandfeel(andsmell!)ofafreshlyprintedpublicationformakinganimpression.Thatsaid,thereareobviouslimitstotheaudiencethatcanbereachedwithapaperproductweighinginataround200pages,intermsofthecostandthelogisticsoftimelydistributionworldwide.
Online expansionInanewinitiativetoincreasesignificantlyourreadershipandexpandoureditorialcontent,wehaverecentlyupgradedourdigitaldistributionwiththelaunchofadedicatedwebsite–G7G20.com.ThenewwebsiteprovidesuswithfurtheropportunitiestocollaboratewithourcolleaguesinTorontoandtoextendourcoverageofsummit-relatedmattersyear-round,ratherthanpeakingasourannualG7andG20summitbooksarepublished.
Thewebsiteactsasanonlineresourceforsummit-relatedarticlesandopinion,includingthelatesteditorialsubmissionsalongsideanarchiveoftextsfromprevioussummitpublications.Theimmediacyofdigitalpublishingalsoenablesustoincludenewsupdatesandblogpostsinreactiontocurrentevents,aswellasexpertanalysisandinsightfromtheResearchGroups.Subscriberstothewebsitewillalsoreceiveupdatesintheformofregularemailnewsletters,whilecontentwillalsobepromotedviasocialmediachannels.
Ourexpansionindigitaldistributionofcontentisalsoindicativeofthedirectioninwhichourindustryisheading.Thoughreportsofthedeathofprintpublishingpersist,toquotethefamouswordsofMarkTwain,theyaregreatlyexaggerated.Traditionalpublishingremainshighlyregardedandeffective,butincreasinglyneedstobeaccompaniedbyonlineoutletstosecureongoingaudienceengagement.Asweembarkonthedigitaldevelopmentofourbrand,welookforwardtocontinuingourpartnershipwiththeUniversityofTorontoandpursuingouraimofbecomingtheleadingonlinesourceforanalysisofimportantissuesthatresonatearoundtheworld.
barry.davies@newsdeskmedia.com
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Whenfirmsinnovateopenlytheyengageincollaborationswithmultipleactors,suchascompanies(largeorsmall),universitiesorotherresearchinstitutes,governmentalinstitutionsorevenindividuals(suchasinventorsorleadusers)andsometimescommunitiesofindividuals(e.g.foropensourcesoftwaredevelopment).WhencollaborativelypursuingR&Dprojectswithdifferentpartners,firmsneedtopayparticularattentiontothemanagementofintellectualproperty(IP).Thismeanscarefulconsiderationofknowledge,capabilities,andresources(includingintangibleassets)broughtintoacollaboration,thoseoftenpatentedinnovationsdevelopedjointlyduringacollaborationandthosethateachpartnerdevelopsindividuallyafteracollaborationisterminated,butwhichbuildonjointlydevelopedIP.
WhileIPrepresentsimportantassetsthatrequirecarefulattentionincollaborativeinnovationprojects,IPhasanother,oftenoverlooked,dimensionthatisimportantincollaborativeworkingenvironments.
Patentdataisnowadayspubliclyavailable,withlowaccesscosts,asavaluablesourceforidentifyingcollaborationpartners.BoththestrategicmanagementofIPandtheuseofIPdataforeffectivedecisionmakingininnovationprojectsareintegralpartsoftheresearchattheCentreforTechnologyManagement(CTM).Thefollowingparagraphsparticularlydrawonthelattersubject.
FollowingthelaunchoftheBACON(BAckfileCONversion)projectbythetrilateraloffices(USPTO,EPO,JPO)in1984,patentdatahasbeenprogressivelydigitized.Nowadays,almostallpatentdataisavailableelectronically.Digitizationhashelpedtoenablethepatentsystem’soriginalpurpose:tobeasourceofinnovation.Whilethiswasalwaystheintendedpurpose,withtoday’slowcostaccesstopatentdataitsfullpotentialcanbeexploited.Theproblemhoweverremainstomakesenseoutofthesheeramountofrawpatentdata.Anumberofestablishedfirmsandstart-upshaverecentlybeguntoaddressthisproblembydevelopinganalyticaltoolsthatchangethewaythatpatentdatahasbeenusedhistorically.
Inthepast,usuallyanindividualpatentorjustafewpatentswereanalysedindepth,buttodayhugeamountsofpatentdatacanbeanalysedinafewseconds.Today’sproblemisnotsomuchtheaccesstothedata,butrathertomastertheartofconductingthe‘right’analysis.Anumberofpowerfulanalyticaltoolshasbeensuccessfullydeveloped(e.g.patentcitationmaps,landscaping)byestablishedIPdatabaseproviders,butalsobyanumberofnewlystartedventuresdedicatedtospecificpatentanalytics.Someofthesehaveevenbeacquiredbylargeincumbentsandtheirtoolsareimplementedintheircommercialofferings.
Amongstthemanypurposesforwhichpatentdatacanbeused,wecanprovideafewexamplesillustratinghowitmayidentifycollaborationopportunitiesandpartners.Figure1showsanextractfromalandscapeof18,300patentfamiliesrelatedtosolarenergyinventions.1
Patent informatics for collaboration managementFrank Tietze and David Probert, Institute for Manufacturing, Cambridge University
1Originalsource:Tettman,R.(2010,April).Whatdoesthesolarenergypatentlandscapelooklike?Intellectual Asset Management (iam).
Figure 1: Patent landscape map for identifying collaboration opportunities
Suchalandscapecanbegeneratedfrompatentdatausing,forinstance,atooloriginallydevelopedbythecompany–Micropatent.Thelandscapedepictsrelationsamongdifferenttechnologicaldomainsandprovidesinsightsintothedensityofpatentsinthesedomains.Differentoptionsare
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iPthenavailabletomanipulatethelandscape.Forinstance,itispossibletovisualizeonlypatentsownedbyspecificcompanies.Assume,forinstance,thatthepatentshighlightedinblueareownedbyFirmA.Apparently,thiscompanyhasaparticularlystrongpatentportfoliointhetechnologydomainTA.Thelandscapefurtherrevealsthatanothercompany(FirmB)hasastrongpatentportfolioinTB.BothcompaniesactuallyhavequiteanumberofpatentsinTCthatlinksbothTAandTB.Thismayindicatethattheyshouldconsiderjoiningforcestopursuecollaborativelyfurtherresearchanddevelopmentinthe‘whitespot’technologydomainTDcloselylinkedtotheirjointareasofexpertise,butwhichseemstobehardlyexplored.ByjoiningforcesbothcompaniesmayactuallystrengthentheircompetitivenessagainstFirmC,whichappearstoownalargernumberofpatents,hencehasastrongerpatentpositionthaneitherFirmAorFirmB.Usingasimilarapproach,patentlandscapescanalsobeusedtoidentifylicensingpartners.
AnotherexampleisdepictedinFigure2.ThegraphshowsaselectednumberofpatentfamiliesownedbytheUniversityofCambridgeandsomeofitssubsidiaries.Particularly,thefigurerevealspatentsthatarejointlyownedbytheUniversityandotheractors,suchascompaniesandfoundationsbutalsootherresearchinstitutesanduniversities.Jointlyownedpatentsareagoodindicatorforresearchcollaborations,whichareoftendifficulttodiscoverfromothersources.Firmsoftenhaveaninterestnottomakethempublicforcompetitivenessreasons.Suchagraphishoweverrelativelyeasyandquicktogeneratewithstate-of-theartpatent
analytics.Theavailabletoolsevenoffervaluablefunctionstoautomatethetediousdatacleaning.Whenitcomestoanalysingpatentdata,previouslyalotofeffortandresourceshadtobeputintohomogenizingapplicantnames.Forinstance,applicantnamesoftenhavesomesmallspellingdifferences(e.g.SiemensAGvs.Siemens-AG)whichneededtobecorrectedmanually.Today’stoolsenabletheclusteringofcompaniesandtheirsubsidiariesusingfunctionssuchas‘corporatetrees’.
Tosummarize,IPmanagementisimportantincollaborationswhenactorsarejointlypursuingR&Dprojects.Duetotheincreasingavailabilityofdigitizedpatentdataaswellasthecomplementaryanalyticaltools,thisdatasourceisbecomingavaluableandeasilyexploitablesourceofinformation.Whentheartofanalysingpatentdataismastered,itcanbeusedformultiplepurposes,suchasidentifyingongoingcollaborationorfindingfuturecollaborationopportunities.Thedatacansupportawiderangeofdecisionstobemadealonginnovationprocessese.g.throughmoreeffectivetechnologyintelligence.CTMresearchwillcontinuetocontributetotheefficientexploitationofpatentdataforeffectivedecisionmakingalonginnovationprocessesaswellastostrategicIPmanagement.
IfyouwouldliketolearnmoreaboutIPrelatedresearchorwishtogetinvolvedinoneofourcollaborativeprojects,pleasefeelfreetocontactDrFrankTietze(frank.tietze@eng.cam.ac.uk)
drp1001@cam.ac.ukfrank.tietze@eng.cam.ac.uk
Figure 2: Collaborations of University of Cambridge (selected co-assigned patents)
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Commitment, consistency and capability
David Hawkins, ICW
Eachnewcommitmentstartswithachallengeandonething’sforcertain–wehaveoverthepastyeartakenonanumberofnewchallenges,ashavemanyofnewmembersandcompanies,lookingtointroducearobustplatformforcollaboration.Lookingbackwesetourselvessometargetsfor2014andwehaveinthemainmanagedtogetthemallupandrunning.
ISO 11000TheagreementfromtheInternationalStandardsOrganisation(ISO)markedinourmindsperhapsthemostsignificantachievementforICWsincethoseearlydaysin1990whenPSLwasformed,sinceitmeantthatwehad–withthestrongsupportofBSI–takencollaborativeworkingprinciplestointernationalrecognition.Asanaside,theallocationofthereference‘11000’meansthattheprovenanceofthenewStandard,whenitispublishedcirca2016,willbedirectlylinkedbacktooureffortswithBSIinpublishingPAS11000in2005basedonCRAFT.
ThereisstillmuchtobedoneandwhilstwritingthisarticleIampreparingfortheAprilCommitteemeetinginMalaysia.Todatewehave9countriesparticipatinginthedevelopmentprocess,includingUSAandChina,and15morewhoareobservingourprogress.PerhapsthemajorchallengeisalignmentofthelifecyclemodelwiththenewformatfortheInternationalStandard.
BS11000 Certification Scheme WhilsttheISOstandardismovingforwardwecannotforgetthelargenumberoforganisationsthatarealreadycertifiedtoBS11000andthegrowingcommunitythatisontrackachievecertificationthisyear.UnfortunatelyUKASdecidednottoadoptBS11000sowehadagrowingconcernthattherewasnoconsistencyinthewaysomecertificationbodieswereassessingcompanies.ToaddressthisICWlaunchedavalidationschemewhich,wearepleasedtosay,BSIwerefirsttocomeonboardfollowedbyLRQAandSGS.AssuchICWnowoverseestheircertificationschemes,internaltrainingandassessmentsin
ordertoensuretheprinciplesofthestandardarevalidated,sothatorganisationscanhaveconfidenceintheprocess.
Individual Membership SchemeWeannouncedthelaunchofourIndividualMembershipSchemelastMayasawayofbuildingacommunityofrecognisedpractitioners.Itrequiredustorevampcompletelyouron-linesystemswhichinitselfwaschallenging.ThenumbersaregrowingandcurrentlywehavefiveFellows,fortyeightFullMembersandtwelveAssociateMembers.IamgratefultoNickyPainterwhoinitiallytookonmanagingtheprocessandCliveWinklerwhohassubsequentlytakenovertherole.Laterthisyearwewillberunningeventsexclusivelyforthiscommunity.
Collaborative Awards SomethingstakelongertomatureandtheprogrammeforCollaborativeAwardsdidstallforawhilebutIampleasedtosaywehavenowgothisontrackandwehavesettheawardsdateforNovember26th2015attheHouseofLords.BSIhasgenerouslyagreedtosponsortheawardsandwillbeindependentlyreviewingthesubmissionswhichwillneedtoberegisteredby30thMayandsubmittedby30thJuly.TurnovertoreadmoreabouttheScheme.
Collaborative Leadership MScOurmajoraimnowasanInstituteistosupporttherecognitionoftheskillsneededtoharnesscollaborativeworkingandhavetheserecognisedasafundamentalbusinessskill.WearepleasedtoconfirmthatWMG(WarwickUniversity)hasbeenworkingwithustocreateanMScelectivemoduleforCollaborativeLeadership.ApilotcoursewasruninFebruaryandwearetakingtheoutputofthattorefinetheprogrammewhichwillbeanotherUKfirst.ThismoduleisthehigherendofthecoursesthattheInstituterunstosupporttheimplementationofbestpracticeprinciplesthroughBS11000andthedevelopmentofcollaborativeCapability.
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Benefits Realisation research study IthasbeensometimesinceweundertookafocusedresearchprogrammeandweinitiatedearlierthisyearaprogrammewithWarwickUniversitylookingatBenefitsRealisation,fundedbytheInstitute.ThisfourstageprogrammewillrunthroughtoNovember2015,aimedatarticulatingboththeexistingbenefitsrealisationandthefuturetrajectoryforcollaborativeworking,whichwillinclude:
Historicalresearch
Executivestrategyreviews
Evaluationoffuturedevelopmentofcollaboration
Amajorindustrywidesurvey
Links with other Associations OneoftheprinciplesoftheInstituteistobeinclusivesoapartofthisyear’sprogrammeofactivityhasbeentobuildourlinkswithotherInstitutesandAssociations.Iampleasedtosay
thatthishasbeenwidelywellreceivedandwenowhavedirectinteractionswith:
•TheBusinessContinuityInstitute
• InstituteofRiskManagement
•ConstructionExcellence
•ThesocietyofMotorManufacturers(SMMT)
•ConsiderateConstructionScheme
•TheSupplyChainSchool
•CharteredQualityInstitute
AsyoucanimaginetheallofthistakestimeandresourcessoinparallelwehavebeenbuildingupourcoreteamofAssociatesandmyspecialthankstoNickyPainter,CliveWinkler,NeillCarruthers,JohnOsborne,MarkSewellandmorerecentlyBillTaylorandNeillBlack,togetherwiththeBSIteamandofcausetheFoundationManagementTeamandourBoard.ThehigheryougetthehardertheclimbbutCommitment,ConsistencyandCapabilityremainourfocus.
david.hawkins@icw.uk.com
DavidHawkinsisICW’sKnowledgeArchitectandOperationsDirector
Announcing the ICW’s Awards Programme! As part of our 25th Anniversary Celebration the Institute has established an Awards Programme
to recognise excellence in collaborative working. We expect this to become an annual event. There are seven categories of award:
Collaborative Pathfinder Public /Private sector
Industry Collaboration Skills Development
Small and Medium Enterprise Individual
Innovative Collaboration
BSI is jointly sponsoring these awards with ICW and will independently assess entries prior to final interviews and selection of winners.
This Awards Programme is open to all – neither Membership of the Institute nor BS 11000 certification is required.
Quick – you haven’t got long! Notifications of nominations are required by the end of May!!
So go to the ICW website to find out the Entry Requirements for the Award Programme and what information each nomination must contain: www.instituteforcollaborativeworking.com.
This year’s Awards will be presented at the House of Lords on the evening of Thursday 26 November – a date for your diary?
People
Competencies
FollowingareviewofitstrainingarrangementsandresearchonclientrequirementICWhavelaunchedanewrangeoftraininganddevelopmentprogrammes.Thenewrangeincludes:
Executive Briefing
Thisbriefingwillenableseniormanagementtoappreciateintheirbusinesscontextthepotentialopportunities,benefits,challengesanddevelopmentprocessestoensuremaximumreturnoninvestment.(½day)
BS 11000: Awareness
Introducinganynewinitiativetoanorganisationcanbechallengingthiscourseisfocusedonprovidinghighlevelinsightforthoseindividualswhomaybeinitiallyimpactedbyanychangesorarebeingassignedtocollaborativeprogrammes.(1day)
BS 11000: Collaborative Leaders’
Effectiveimplementationofanyorganisationalinitiativeandembeddingchangerequiresinternalownershipandleadership.ThisflagshipresidentialprogrammeisdesignedtoequipinternalchampionstoimplementtheBS11000standardandintegratesolutionswithinthecontextoftheirorganisations.SuccessfulcandidateswilladditionallyqualifyforautomaticmembershipofICW.(4days)
BS11000: GAP Analysis Workshop
ImplementingBS11000willimpactmanyfunctionalgroupswithinanorganisation.Thisworkshop,runincompany,providesbothinsightstothedriversofthestandardandacommoncrossfunctionalunderstandingfororganisationstoassesscurrentprocessesandunderstandhowtoachieveBS11000certification.(2days)
BS11000: Auditing
ForthoseorganisationsseekingtoadopttheBritishstandardandseekcertificationbyoneoftheICWvalidatedcertificationbodies(e.g.BSI,LRQAorSGS)theywillberequiredtoperiodicallyundertakeinternalauditingoftheirprocesses.Thiscoursedeliveredprovidesinternalauditorswiththe
ICW Launch NEW training & development programme
knowledgetoassessthisuniquebehaviouralbasedstandard.(2days)
Risk Management in Collaboration
CollaborativerelationshipriskmanagementisanintegralpartofBS11000.Understandingwhatconstitutesrelationshipriskandhoweffectivemitigationstrategiescanbeimplementedisfundamental.ThiscourselooksattheroleoftheJointRiskManagerandthetechniquesandtoolsthatcanbeusedtounderstandthepotentialforrelationshiprisksthroughouttherelationshiplifecycle.(2days)
Collaborative Culture and Behaviours
Thefoundationforrobustandeffectivecollaborationreliesonboththeoperatingprocessesandtheinteractionsofthepartiesinvolved.Thistwodaycoursefocusesonprovidinginsighttotheimpactsculturesandbehaviourshaveonperformance,howtoidentify,monitor,measureandaddressbothpositiveandnegativebehaviours.(2days)
Realisation of Collaborative Benefits
Theadoptionofstrategiccollaborationscansupportofawidevarietyofbusinessobjectives.Thistwodaycourseisaimedatfirstlyprovidingabasisfromwhichtoassessthepotentialbenefitsbasedonnumerouscasestudiesandthenrealisationsofthesethroughoutthelifecycleofarelationship.(2days)
ICWhaveteamedupwithWarwickConferences,basedattheUniversityofWarwick,whichliesontheoutskirtsofCoventry.SituatedattheveryheartofEnglanditiseasilyaccessiblebyroad,railandairandprovidesa1stclasstrainingenvironmentwithaccommodationfordelegatesovernight.CourseswillberunhereandforcertainshortcoursesatSullivanHouse,thehomeofICW
Forfurtherdetailsemail:Training@ICW.uk.comofcalluson+44(0)2078241800