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Group 10: Marc DELMOTTE, Karen EPHRATI, Isabel
GARCIA, Ina RODENHEBER, Jeffrey SAPEY 22.11.2012
Change Management
Logistics Emergency Teams
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Agenda
Introduction
Cross-Sector Partnerships
3 sectors Success factors & challenges
Link to change management 3 impact levels
Society Organization - Individual
Conclusion Lessons learned
Discussion
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Introduction
Research questions
1) Discuss the success factors and challenges inherent in
Cross-Sector Partnerships.
2) Where do you see a link to change management?
3
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Cross-Sector Partnerships
Multicompany Integrative Partnerships (Thomas & Fritz, 2006)
Peers both from private and civil society sectors come together
Integration: make full use of everyones core competencies
Requirement of a third party
build trust
solve cultural problems
understand each others
assets and expertise
PrivateCivil
SocietyPublic
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Cross-Sector Partnerships: Success Factors
Guidelines & specific goal
Definition of the partnerships purpose
Clear purpose at the outset
Or it emerges over time
Purpose of the LET: Provide coordinated, logistics-focused emergency
support to humanitarian agencies.
5 core principles
3 deployment criteria
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(Waddock, 1988)
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Reinforcement of their
reputations
Demonstration of good
intentions
Attraction of employees
Enhancement of their
relationships with donors
become more efficient at
alleviating suffering benefit from the expertise of
the companies
Companies (Private sector) Aid agencies (Civil society sector)
Mutual Benefit
Without some gain expected by all partners, success will be limited.
Waddock, 1988
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Cross-Sector Partnerships: Success Factors(Waddock, 1988)
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Cross-Sector Partnerships: Success Factors
Choosing the right partner
Identify an organization which has a stake in resolving the problem
Show corporate social responsibility
Strong commitment
Great deal of commitment on all sides (resources, time, effort)
Cooperation in order to solve a problem important for everyone
Active involvement
In the field, the deployed employees are no more Agility, Maersk, UPS or TNT.
They are part of our team; they are living with us.Matteo Perrone, WFP
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(Waddock, 1988)
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Cross-Sector Partnerships: Success Factors
Excellent staff
Rigorous selection process
Joint training sessions
Simulation exercises & scenarios
Mental preparedness
On the ground experience
Theperson is often shocked during the first 2 days [], they work twice ashard as in their ordinary work because they know if theydont, kids
may be dying.Matteo Perrone, WFP
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(Waddock, 1988)
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Cross-Sector Partnerships: Success Factors
Power balance
Balance between decision-making power
& consensus-building efforts
Governance of the LET Steering Committee rotates among the
companies every 2 years
UN Logistics Cluster, led by the WFP, as a third party
Coordination of HR, assets, timeframe, locations, exit plan
How & why defined by a third party
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(Waddock, 1988)
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Cross-Sector Partnerships: Success Factors
Trust
Members of the 3 sectors have
negative stereotypes of each other
Establishing trust is vital
Building a firewall around the
pro bono activities: Definition of boundaries
between the LETs pro bono sphere and commercial operations
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(Waddock, 1988)
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Cross-Sector Partnerships: Challenges
Culture clash
Risks for the reputation vs. lack of efficiency
Aid agencies see profit-driven
corporations with suspicion
Difficulties in establishing effective
channels of communication
Differences in professional vocabulary,
time horizons, expectations and metricsmisunderstandings
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(Thomas & Fritz, 2006)
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Cross-Sector Partnerships: Challenges
Fragility
Understanding what is a successful partnership
provide information to keep partners hooked
When you are at the point where you have developed a common
understanding, then you may move forward and draw a more formal MoU.
(F. Clary, Agility)
Unstable relations
Partnerships take time to develop
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(Waddock, 1988)
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Link to change management
3 impact levels
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Society
Organization
Individual
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Impact on society
Large scale natural disasters take lives and
wreck local infrastructure
Often problems cannot be solved by
governments alone
The partnership
helps saving lives and brings resources to those
in need
improves the lives of millions of people,alleviates suffering
contributes to development and peace
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(Unicef.org/media)
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Impact on the organization
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Implementation of a new activity : integration into the overall CSR
strategy
Develop internal programs
Broaden collaboration skills
Working with strangers
Sharing best practices with others
Create internal transparency: share experiences, stories
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Way of working changes
Corporations: Predictable environment
Natural disasters: Unpredictable environment
Companies learn from humanitarian agencies
You have to learn flexibility, butthats tough. If we change one of the
parameters, this has an impact for our overall resource portfolio.
(F. Clary, Agility)
Ambidexterity
Conciliation of the main activities of the company with the
humanitarian activities
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Impact on the organization
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Impact on the organization
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Implementation ofLETs activities
To ensure smooth implementation, organizations need to develop and/or
adapt internal programs with adequate internal policies
The LET became a functional part of our HELP program. We borrowed from
HELP to develop the LET and, at the same time we borrowed from the
LETto improve our HELP program.(F. Clary, Agility)
Moving the world
program
Humanitarian and
Emergency Logistics
Program (HELP)
Logistics Action Teams
(LATs) established with
the American Red Cross
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Impact on the organization
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Project Management
Logistics Emergency Teams are conducted as projects
Rigorous selection process of volunteers
Joint training sessions
Advantages:
Cross-department teams
Micro-decisions
Challenges:
Selection of wrong team members
LET interests vs individual interests
Conflicts between LET engagement and normal activities
Psychological issues related to the end of projects
(Allard-Poesi & Perret, 2004)
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Impact on the individual (employee)
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Personal development
Dealing with emergency situations
Psychological impact
Our staff [...] comes back with an immense feeling of satisfaction andgratification [...]. They share their experience with everyone else, which builds
a very strong engagement culture among staff.Jen Janice Mohamed, TNT Express
Professional development
Decision-making skills
Working with competitors
Strong engagement culture
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Impact on the individual (employee)
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Conclusion Lessons learned
Benefits for each party of the partnership
Building trust one of the most important aspects
LET approach converges to the studied theory
Awareness of challenges efforts to overcome them
Strength of the partnerships come from their relationships
Very Important: Be prepared BEFORE the next disaster arrives
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Thank you for your attention.
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Questions ?
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Discussion
Which events could potentially dissolve the
partnership?
How could they expand the partnerships impact andat the same time consolidate the status quo?
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References
Waddock, S.A. (1988).Building Successful Social Partnerships. Sloan
Management Review, 29(4), 17-23.
Thomas, A. and Fritz, L. (2006). Disaster Relief Inc. Harvard Business Review,
84(11), 114-12.
Schwab, K. (2008). Global Corporate Citizenship Working with Governments
and Civil society. Foreign Affairs, 87(1), 107-118.
http://www.logisticsemergency.org, accessed November 2012
http://www.unicef.org/media/media_11989.html, accessed November 2012
Allard-Poesi, F. and Perret, V. (2004). Les reprsentations du problme dans la
recherche-action : Dfinitions et illustration au travers de llaboration dunprojet stratgique. Centre dEtudes et de Recherche en Management de
Touraine(17)
Interview with Sean Doherty, Director, Supply Chain & Transport Industry,
World Economic Forum, 19.11.2012
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