t into rative king - Institute for Collaborative Working

PartnerTHE

25yearsIn 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

ICW

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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


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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


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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


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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


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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


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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


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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


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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


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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


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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.

[email protected]

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


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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.

[email protected]

Frank Lee


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


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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


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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.

[email protected]


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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


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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.

[email protected]


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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”.

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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


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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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.

[email protected]@networkrail.co.ukFO

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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.

[email protected]


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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


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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


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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!

[email protected]


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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!

[email protected]

Malcolm Stephen


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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


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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.

[email protected]

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


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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.

[email protected]

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.

[email protected]

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?

[email protected]

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’[email protected]

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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…Today

www.costain.com


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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.

[email protected]

Tony Blanch


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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.

[email protected]

Partnering in Babcock – one year on

Tim Redfern, Babcock


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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!

[email protected]

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


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!

[email protected]

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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.

[email protected]

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


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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.

[email protected]

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.

[email protected]


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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.

[email protected]

True collaboration!


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Foreign &Commonwealth Office

Breathing life into infrastructure

Leader in Partnership Publishing

Delivering incisive journalism and cutting-edge design,

Newsdesk Media produces high-impact publications

targeted to clients’ needs and demands

Proud to be a new member of the

Institute for Collaborative Working

www.newsdeskmedia.com

130 City Road, London EC1V 2NWTel: +44 (0) 20 7650 [email protected]

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 [email protected]

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.” [email protected]

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.

[email protected]


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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!

[email protected]

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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.

[email protected]

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!

[email protected]


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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. [email protected]


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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.

[email protected]

Harwell, which is in an advanced state of de-commissioning.


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www.sweettgroup.com






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www.sweettgroup.com





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

[email protected]


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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.

[email protected]


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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/

[email protected]

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

[email protected]


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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:[email protected] [email protected]


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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.

[email protected]

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.

[email protected]@robertmeakes.com


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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.

[email protected]


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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

[email protected]

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. [email protected]

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


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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


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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 [email protected]

[email protected]

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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


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

[email protected]

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Delivering incisive journalism and cutting-edge design, Newsdesk Media produces high-impact publications targeted to clients’ needs and demands


184-192 Drummond Street, London NW1 3HPTel: +44 (0) 20 7650 1600 [email protected]

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


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Delivering incisive journalism and cutting-edge design, Newsdesk Media produces high-impact publications targeted to clients’ needs and demands


184-192 Drummond Street, London NW1 3HPTel: +44 (0) 20 7650 1600 [email protected]

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.

[email protected]


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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([email protected])

[email protected]@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.

[email protected]

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:[email protected]+44(0)2078241800

Insight into

Collaborative

Working

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