EuroVIP Collaborating for Success 22 nd May 2014 Richard Trumper © BAE SYSTEMS 2014. All rights reserved

EuroVIPCollaborating for Success

22nd May 2014

Richard Trumper

© BAE SYSTEMS 2014. All rights reserved.

© BAE Systems 2014 All rights reserved

Collaboration?

• Many people think that anytime they're working together, they're collaborating, they also assume that everyone has a similar notion of what collaboration means

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CollaborationCooperation Coordination Partnering lower intensity higher intensity

Shorter-term, informal relationships

Longer-term effort around a project or task

More durable and pervasive relationships

Shared information only Some planning and division of roles

New structure with commitment to common goals

Separate goals, resources, and structures

Some shared resources, rewards, and risks

All partners contribute resources and share rewards and leadership

(From Collaboration Handbook, by Michael Winer and Karen Ray)


Collaborating

• Collaboration is a mutually beneficial and well-defined relationship entered into by two or more organisations to achieve common goals

• It is a powerful way to accomplish what no single organisation can

• True collaboration requires a commitment to shared goals, a jointly developed structure and shared responsibility, mutual authority and accountability for success, and sharing of resources, risks, and rewards

• Beware: collaboration is a more complex way of working

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Motivation to Collaborate

• Access bigger opportunity• Avoid/reduce competition• Share risk• Grow skills• Grow relationships• Access a reasonable work share• Funding route to develop relevant technologies, products & services

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Purpose

• However you decide to work together, it's important that everyone understands and agrees to the purpose of the collaboration, the degree of commitment required, and the expectations of partners involved

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Technology Readiness

Level3 6 9

3

6

9

ConceptDevelopment

Sup

plie

rsP

rogr

amm

e D

eliv

ery

Technology/Capability Demonstration Programmes

Academia

System Readiness

Level


What does Success look like?

http://www.fosterandpartners.com/projects/millau-viaduct/gallery/

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Involve the Right People

• When choosing partners consider the following:

• Do you share the same goals?

• Do they have the required capabilities and resources?

• Do they have credibility in the community?

• Do you have a trusting relationship?

• As a rule, work with as few people as necessary to get the job done

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Belbin's Team Roles also apply!

Action Oriented

Roles

Shaper Challenges the team to improve

Implementer Puts ideas into action

Completer Finisher Ensures thorough, timely completion

People Oriented

Roles

Coordinator Acts as a chairperson

Team Worker Encourages cooperation

Resource Investigator Explores outside opportunities

Thought Oriented

Roles

Plant Presents new ideas and approaches

Monitor-Evaluator Analyses the options

Specialist Provides specialised skills

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Get It in Writing

• The most common reason for a collaboration to fail is disagreements and uncertainty about operating norms

• It's essential to create a collaboration agreement that lays out the rules that govern the collaboration, this should include:

• Mission and purpose;

• Values and assumptions; vision, timelines and milestones;

• Members and membership policies;

• Roles and contributions, policies (competition, conflicts of interest, financial

relationships);

• Norms (participation, decision-making, communication, conflict, meetings).

• It's especially important to decide what the agreements are for leadership and

decision-making

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Partnering Components

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PartnerA

PartnerE

PartnerC

PartnerD

PartnerB

Lead Organisation

• Customer Requirement• Collaboration Agreement

• IP• Roles & Responsibilities• Work Share

• Technical• Aim/Vision• Plan• Deliverables• Risks

• Commercial• Finances

• Payment Plan• AED• Change Management

• Contract

Customer


Programme Delivery?

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PartnerA

Lead Organisation

PartnerE

PartnerD

PartnerC

PartnerB

Customer


Collaboration – How hard can it be?


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Managing Change

13

PartnerA

Lead Organisation

PartnerE

PartnerD

PartnerC

PartnerB

Customer

© BAE Systems 14

Summary

• Collaboration like exploitation is a contact sport• Trust takes time to build• Communication is key• Tested when things go wrong• Helps when the relationships are already known/established

• Success is measured by outputs delivered and their value to the parties

• Acid test ultimately is would you do another one with the same partners!


QUESTIONS?

Questions?

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Millau Viaduct, France, 1993 - 2004



Factors Influencing a Successful Collaboration

(From Collaboration: What Makes It Work, by Paul Mattessich, PhD, Marta Murray-Close, BA, & Barbara Monsey, MPH.)

Purpose Membership Processes Resources Communication Environment

Concrete, attainable goals and objectives

Mutual respect, understanding, and

trust

Members share a stake in both process and

outcome

Sufficient funds, staff, materials,

and time

Open and frequent communication

History of collaboration or

cooperation

Shared visionAppropriate cross

section of members

Multiple layers of participation Skilled leadership

Established informal relationships and communication

links

Collaborative group seen as a

legitimate leader

Unique purpose Members see

collaboration as in their self-interest

Flexibility Favourable

political and social climate

Development of clear roles and

policy guidelines

Adaptability

Appropriate pace of development

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Documents

EuroVIP Collaborating for Success 22 nd May 2014 Richard Trumper © BAE SYSTEMS 2014. All rights reserved