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COLLABORATIVE NETWORKS

COLLABORATIVE NETWORKS. LOUIS ROWITZ, Ph.D. STRATEGIES FOR WORKING TOGETHER(HIMMELMAN). NETWORKING COORDINATION COOPERATION COLLABORATION COLLABORATIVE NETWORKS. NETWORKING. EXCHANGING INFORMATION FOR MUTUAL BENEFIT. COORDINATION.

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COLLABORATIVE NETWORKS

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  1. COLLABORATIVE NETWORKS LOUIS ROWITZ, Ph.D.

  2. STRATEGIES FOR WORKING TOGETHER(HIMMELMAN) • NETWORKING • COORDINATION • COOPERATION • COLLABORATION • COLLABORATIVE NETWORKS

  3. NETWORKING • EXCHANGING INFORMATION FOR MUTUAL BENEFIT

  4. COORDINATION • EXCHANGING INFORMATION FOR MUTUAL BENEFIT AND ALTERING ACTIVITIES TO ACHIEVE A COMMON PURPOSE

  5. COOPERATION • EXCHANGING INFORMATION FOR MUTUAL BENEFIT, AND ALTERING ACTIVITIES AND SHARING RESOURCES TO ACHIEVE A COMMON PURPOSE

  6. COLLABORATION • EXCHANGING INFORMATION FOR MUTUAL BENEFIT, ALTERING ACTIVITIES, SHARING RESOURCES, AND ENHANCING THE CAPACITY OF ANOTHER TO ACHIEVE A COMMON PURPOSE.

  7. COLLABORATIVE NETWORKS • IS IT COLLABORATION?

  8. NEW SHAPE OF GOVERNMENT • MANAGING AND LEADING A GOVERNMENTAL AGENCY THAT ACHIEVES MOST OF ITS MISSION THROUGH NETWORKS OF PARTNERS

  9. NEW PROFESSIONAL ROLES • THE NEW PROFESSIONAL IS NOT A DOER IN THE TRADITIONAL SENSE, BUT RATHER A FACILITATOR, CONVENER, AND BROKER OF HOW TO ENGAGE THE COMMUNITY’S TALENTS TO GET THE WORK DONE

  10. NEW RESPONSIBILITIES • ORGANIZE RESOURCES • PRODUCE PUBLIC VALUE • MANGE A PORTFOLIO OF PROJECTS • TRANSDISCIPLINARY AND TRANSORGANIZATIONAL FOCUS

  11. PURPOSES OF A COLLABORATIVE NETWORK • PARTNERSHIP-BASED • MEASURABLE PERFORMANCE GOALS ASSIGNED RESPONSIBILITES FOR PARTNERS • STRUCTURED INFORMATION FLOW • GOVERNANCE BY NETWORK

  12. TRENDS IN GOVERNANCE BY NETWORK • THIRD PARTY GOVERNMENT • JOINED-UP GOVERNMENT • DIGITAL REVOLUTION • CUSTOMER DEMAND

  13. ADVANTAGES OF NETWORKED GOVERNMENT • FLEXIBILITY TO LEVERAGE THE SKILLS OF A RANGE OF PROVIDERS • ENCOURAGES INNOVATION • LEVERAGES THE EXPERTISE OF BEST PRACTICE PROVIDERS • ENCOURAGES DECISION-MAKING AT THE LOCAL LEVEL • IMPROVES THE SPEED OF DECISION-MAKING AND INFORMATION FLOW

  14. BUILDING BLOCKS-DESIGN AND ACTIVATION • WHO SHOULD ACTIVATE THE NETWORK? • WHAT IS THE OPTIMAL DELIVERY MODEL OR MIX OF PARTNERS? • STATUTORY REQUIREMENTS • FUNDING STREAMS • RELATIONSHIP BETWEEN MATRIX STRUCTURES AND EXTERNAL STRUCTURES

  15. BUILDING BLOCKS-HUMAN CAPITAL • DETERMINING NEW SKILLS NEEDED FOR GOVERNANCE BY NETWORKS • RECRUITMENT AND RETENTION OF PORTFOLIO MANAGERS • DEVELOPING A TRAINING PROGRAM • DEREGULATING PUBLIC SERVICE • DEVELOPING CENTERS OF EXCELLENCE • KNOWLEDGE MANAGEMENT

  16. BUILDING BLOCKS-STRATEGY • ASKING THE RIGHT QUESTIONS • WHAT PUBLIC VALUE DO YOU WANT AND PROVIDE? • DEFINING THE PROBLEM • DETERMINING POLICY GOALS

  17. BUILDING BLOCKS-PERFORMANCE INTEGRATION • ENSURING GOAL CONGRUENCE AND ALIGNMENT WITH STRATEGY • STRATEGIC, PROGRAM AND PROCESS PERFORMANCE MEASURES-PERFORMANCE-BASED CONTRCTING • LINKED WITH PERFORMANCE ENTERPRISE • INDIVIDUAL PERFORMANCE MEASURES

  18. BUILDING BLOCKS-INFORMATION TECHNOLOGY ENABLERS • INTEROPERABILITY ARCHITECTURE • WEB-BASED WORKFLOW • CUSTOMER DATA MANAGEMENT • DECISION SUPPORT TOOLS • COLLABORATIVE ENVIRONMENT • ENTRPRISE INTEGRATION • KNOWLEDGE MANAGEMENT TOOLS

  19. WHAT COLLABORATIVE KNOWLEDGE NETWORKS DO • HELP TRANSFER BEST PRACTICES THROUGHOUT THE NETWORK • DEVELOP NE KNOWLEDGE AND ENHANCE LEARNING • FLESH OUT SOLUTIONS TO DAILY PROBLEMS • REDUCE MISUNDERSTANDING AND BUILD TRUST BETWEEN PARTNERS

  20. PART 2 • HELP THE NETWORK PARTNERS LEARN FROM EACH OTHERS SUCCESSES AND MISTAKES • HELP GOVERNMENT TO BETTER INTEGRATE AND ALIGN EFFORTS OF THEIR PARTNERS WITH THEIR STRATEGIC OBJECTIVES

  21. SOME SUMMARY CONCLUSIONS • FOCUS LESS ON PROGRAMS AND EMPLOYEES AND MORE ON PUBLIC VALUE • DON’T GET LOST IN THE FINE PRINT • MONEY IS A TOOL,NOT THE TOOL, FOR FORMING NETWORKS • THE PERFECT IS THE ENEMY OF THE GOOD • DEVELOP A NEW SET OF CORE COMPETENCIES • DOWNSIZE AND UPSIZE SIMULTANEOUSLY

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