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The Art and Science of Collaboration

The Art and Science of Collaboration. Madelyn Yucht VP, Performance Excellence Linkage. What is Collaboration?. Why is Collaboration Important?. Collaboration is… Working with others to achieve an outcome. Relationship Spectrum. Strategic Relationships. Collaborative Relationships.

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The Art and Science of Collaboration

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  1. The Art and Science of Collaboration Madelyn Yucht VP, Performance Excellence Linkage

  2. What is Collaboration?

  3. Why is CollaborationImportant?

  4. Collaboration is…Working with others to achieve an outcome

  5. Relationship Spectrum Strategic Relationships Collaborative Relationships Transactional Relationships Cooperative Tactical/ Arms Length Adversarial Shared Goals Shared Future

  6. Transactional Relationships

  7. Collaborative Relationships

  8. Strategic Relationship

  9. Collaboration Schizophrenia

  10. Strategic Relationship Model Strategic Synergy Implementation Capability Technical Robustness Relationships Equity Financial Return/Value Capture Strategic Synergy Implementation Capability Technical Robustness Relationships Equity Financial Return/Value Capture

  11. Strategic Synergy Components STRATEGIC FOCUS assesses the clarity and consistency of the individual organization’s strategy STRATEGIC ALIGNMENT assesses the degree of compatibility of each organizations strategy STRATEGIC VALUE quantifies the critical mass of shared benefits and value realization STRATEGIC IMPERATIVE indicates the level of importance and commitment to realizing strategic objectives

  12. Implementation Capability Having all the implementation pieces to deliver results and relentlessly manage all the pieces to deliver results • Ability to mobilize all the pieces • put them in the right place • at the right time • maintain steadfast commitment

  13. Technical Robustness The term Technical Robustness is used to refer to the total content contributions being offered. Technical content contributions include: • PRODUCTS /EQUIPMENT (Manufactured Goods, Chemical, Software, Hardware, etc.) • SERVICES (Sales, Distribution, Support – Accounting /Legal/ Computer) • PROPRIETARY PROCESSES/METHODOLOGIES (Service, Manufacturing, etc.) • EXPERTISE (Technical, Market Place, Cultural, Industry) • ORGANIZATIONAL COMPETENCIES (Customer Service, Design, Product Development, Manufacturing, Fast Time to Market, etc.)

  14. Relationship Equity Deposits Withdrawals

  15. Financial Benefits/Value Exchange Identifying Opportunities for Value Exchange

  16. Collaboration Score Card Strategic Alignment 7 Organizational Capability 5.5 Technical Robustness 7.5 Relationship Equity 4 Financial/Value Realization 7 Average 6.2

  17. Collaboration Stakeholder Mapping

  18. Functional Cultural Bureaucratic Geographic Coalitional Organizational Boundaries Typical Organizational Boundaries Created by persistent differences between groups/individuals over values, norms, customs, and traditions. Created by knowledge, norms or attitudes in groups formed around shared expertise and experience or resources. Created by emphasis on compliance with rules and standard Operating principles. Created by distances, including time zones, geographic environment, and/or language. Created when individuals develop and use power toward shared goals.

  19. Collaboration Stakeholder Mapping  Identify everyone and anyone you collaborate with… • Draw yourself in the middle of the paper • Draw all the internal and external stakeholders • Type of relationship: Transactional, Collaborative, or Strategic. • Boundaries that exist. • Assess all the stakeholders on a scale of 1-10 (1 low-10 high): • Importance to you (1-10) • Your Importance to them (1-10) • Relationship Equity now (1-10) • Relationship Equity needed (1-10) • Identify what you believe to be contributing causes for the gap • Quality of the service/product you give (1-10) • Quality of service/product you get (1-10)

  20. Collaboration Analysis What behaviors have you observed that foster collaboration? What specific behaviors have you observed that are detrimental to collaboration? What specific behaviors do you exhibit at times that can be detrimental to high performance working relationships? What can you do differently going forward?

  21. Collaboration The key to working effectively across an Enterprise is the ability to: Actively and strategically cultivate a strong network of relationships Manage formal and informal channels Navigate organizational boundaries Establish guidelines for working together Get critical input Collaborative problem solving and decision making Grow relationship equity

  22. About Linkage Madelyn Yucht • 781.402.5411 myucht@linkageinc.com Linkage works with leaders and leadership teams worldwide to build organizations that produce superior results. For over 25 years, we have delivered on this promise by strategically aligning leadership, talent, and culture within organizations globally. We do this by providing strategic consulting on leadership development and talent management topics and through our learning institutes, skill-building workshops, tailored assessment services, and executive coaching. Linkage is headquartered in Burlington, Massachusetts with operations in Atlanta, Boston, New York, San Francisco, St. Louis and outside the U.S. in Athens, Bangalore, Brussels, Bucharest, Buenos Aires, Hamilton, Hong Kong, Istanbul, Johannesburg, Kuala Lumpur, Kuwait City, Mexico City, Rome, Sao Paulo, Seoul, Shanghai, Singapore, Sydney, Vilnius. Linkage 200 Wheeler Road Burlington, MA 01803 781.402.5555 www.linkageinc.com info@linkageinc.com @LinkageInc

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