1st Edition
Implementing and Managing Collaborative Relationships A Practical Guide for Managers
In today’s competitive, globalized marketplace, the provision of services and products is a result of teamwork between several organizations. Relationships between organizations of any size are strategically important. If your supplier falls down at a crucial moment, it can have survival implications for your company or for other members of your supply chain. The management of these strategic assets cannot be left to chance and the same attention that you devote to finance, operations, HR, etc. must be applied to business relationships. Despite this, very few organizations focus on this or are even aware that they need to do it. Those that do are unsure how to do it. This is not helped by business schools that focus on either customer relationship management (CRM) or supplier relationship management (SRM) rather than collaboration between partners (Enterprise Relationship Management).
This book is a unique "go-to" guide for all managers who should be looking at collaboration with other organizations as a new way to attain outstanding results that would not be achieved on their own. Currently, there is nothing else of this nature on the market.
The book identifies relationship management as a pivotal management function. It presents a comprehensive, flexible, end-to-end management process that can be easily incorporated into the existing management structures. Further, they describe the crucial role of the relationship manager who is at the heart of the system and provides the drive to achieve high performance. Any company can tailor this discipline to the needs of its organization – whether an SME or a multi-national company selecting a new partner or managing existing relationships.
This book covers the decision of whether or not to partner and with whom, the creation of an appropriate system of governance, the transition to operations, managing performance for continuous improvement, and, finally, controlled wind-up of the partnership.
Throughout, diagrams to signpost the sequence of activities, checklists of important actions, and job-related worksheets are provided. In addition, there are numerous case studies in a variety of industries and public sectors that will be used as illustrations. Altogether these make this book ideally suitable for experienced managers as well as for training and induction purposes.
Essentially, Implementing and Managing Collaborative Relationships: A Practical Guide for Managers shows managers how they can create and operate a simple and effective system of Enterprise Relationship Management that will enable them to maximize efficiency, resilience, innovation, and profitability.
CHAPTER 1 IMPLEMENTING AND MANAGING COLLABORATIVE RELATIONSHIPS – AN INTRODUCTION
THE PURPOSE OF THIS GUIDE AND HOW TO USE IT
TRANSACTIONS OR COLLABORATION?
COLLABORATIVE RELATIONSHIPS
ACHIEVING COLLABORATIVE VALUE
RELATIONSHIP MANAGEMENT IN PRINCIPLE
RELATIONSHIP MANAGEMENT IN PRACTICE
A TARGET OPERATING MODEL FOR MANAGING COLLABORATIVE ENTERPRISES
THE IMPLEMENTATION JOURNEY
CHECKLISTS
WORKSHEETS
TERMINOLOGY
GLOSSARY
CHAPTER 1 WORK SHEET
CHAPTER 2 ENTERPRISE RELATIONSHIP MANAGEMENT (ERM) – A TARGET OPERATING MODEL FOR COLLABORATION
WHAT IS ENTERPRISE RELATIONSHIP MANAGEMENT?
WHY IS COLLABORATION IMPORTANT?
WHAT COLLABORATION LOOKS LIKE
COLLABORATION THROUGH PROCESS
MANAGING ACROSS COMPANY BOUNDARIES
CHOOSING THE RIGHT KIND OF CONTRACT
ESTABLISHING AND MAINTAINING JOINT CONTROL
RELATIONSHIP PERFORMANCE MEASUREMENT
COMMUNICATE, COMMUNICATE, COMMUNICATE!
THE ENTERPRISE RELATIONSHIP MANAGEMENT PLAN
THE WAY TO GO
CHAPTER 2 WORK SHEET
CHAPTER 3 THE RELATIONSHIP MANAGER – CLEARS TALL BUILDINGS IN ONE BOUND!
WHO IS THE RM?
WHAT IS THEIR ROLE AND RESPONSIBILITIES?
CHECKLIST OF RM-RELATED ACTIVITIES AND RESPONSIBILITIES
SKILLS AND ATTRIBUTES - COMMUNICATE, COLLABORATE, LEAD AND SERVE
PERSON SPECIFICATION
JOB SPECIFICATION
CHAPTER 3 WORK SHEET
CHAPTER 4 THE ENTERPRISE RELATIONSHIP MANAGEMENT PLAN (ERMP) – THE ‘DASHBOARD’
WHAT IS THE ERMP?
THE COLLABORATIVE MANAGEMENT CYCLE
STEPPING THROUGH THE ERMP
1. ORGANIZATIONAL ARRANGEMENTS
CHECKLIST FOR ORGANIZATIONAL ARRANGEMENTS
2. BUSINESS CASE
CHECKLIST FOR BUSINESS CASE
3. RELATIONSHIP ASSET REGISTER
CHECKLIST FOR RELATIONSHIP ASSET REGISTER
4. RISK ASSESSMENT
CHECKLIST FOR RISK ASSESSMENT
5. COMMERCIAL AGREEMENT
CHECKLIST FOR COMMERCIAL AGREEMENT
6. MANAGING PERFORMANCE
CHECKLIST FOR STRATEGIC MANAGEMENT MEETINGS
CHECKLIST FOR OPERATIONAL MANAGEMENT MEETINGS
CHECKLIST FOR OPERATIONAL REVIEW MEETINGS
7. CONTINUOUS IMPROVEMENT AND INNOVATION
CHECKLIST FOR CONTINUOUS IMPROVEMENT AND INNOVATION
8. KNOWLEDGE MANAGEMENT
CHECKLIST FOR KNOWLEDGE MANAGEMENT
9. COMMUNICATIONS
CHECKLIST FOR COMMUNICATIONS
10. PERSONNEL AND TEAM DEVELOPMENT
CHECKLIST FOR PERSONNEL AND TEAM DEVELOPMENT
11. EXIT ARRANGEMENTS
CHECKLIST FOR EXIT
CHAPTER 4 WORK SHEET
CHAPTER 5 THE DECISION PHASE – TO COLLABORATE OR NOT TO COLLABORATE? THAT IS THE QUESTION
DECISION ONE – COLLABORATIVE OPPORTUNITY?
GOING FORWARD?
CHECKLIST FOR MAKING THE COLLABORATION DECISION
DECISION TWO – IDENTIFY POTENTIAL PARTNER?
CHECKLIST FOR IDENTIFYING POTENTIAL PARTNERS
DECISION THREE – SYNCHRONIZE OBJECTIVES?
CHECKLIST FOR SYNCHRONIZING OBJECTIVES
DECISION FOUR – VIABLE BUSINESS CASE?
CHECKLIST FOR JOINT BUSINESS CASE
DECISION FIVE – COLLABORATIVE MANAGEMENT?
CHECKLIST FOR MAKING IT HAPPEN
DECISION SIX – GO OR NO GO?
CHECKLIST FOR MAKING IT HAPPEN
CHAPTER 5 WORK SHEET
CHAPTER 6 TRANSITION TO DAY TO DAY OPERATIONS – FROM EXPLORATION TO OPERATIONS
MAKING IT HAPPEN
FULL BUSINESS CASE
COMMERCIAL AGREEMENT
ENTERPRISE BUSINESS PLAN
EXIT PLAN
ERMP
CHECKLIST FOR MAKING IT HAPPEN
DAY-TO-DAY RELATIONSHIP MANAGEMENT
CHAPTER 7 THE OPERATIONS PHASE – BUSINESS AS USUAL
DAY-TO-DAY RELATIONSHIP MANAGEMENT
TARGET OPERATING MODEL – THE KEY TO SUCCESS
SEVEN STEPS TO SUCCESS
MANAGEMENT STRUCTURE
STRATEGIC REVIEWS
CHECKLIST FOR STRATEGIC MANAGEMENT MEETINGS
TACTICAL MANAGEMENT
CHECKLIST FOR OPERATIONAL MANAGEMENT MEETINGS
CHECKLIST FOR OPERATIONAL REVIEW MEETINGS
COMMERCIAL CONSIDERATIONS
INCREASING VALUE THROUGH POSITIVE ACTION
KNOWLEDGE MANAGEMENT
COMMUNICATIONS
A DIFFERENT CULTURE?
BUSINESS CONTINUITY PLANNING
CHAPTER 7 WORK SHEET
CHAPTER 8 PERFORMANCE MEASUREMENT – IF YOU DON’T MEASURE IT YOU CAN’T MANAGE IT
WHY MEASURE?
WHY COLLABORATION FAILS
RELATIONSHIP PERFORMANCE IN PRACTICE
STEP BY STEP GUIDE TO PERFORMANCE MEASUREMENT
STEP 1 – THE SURVEY
STEP 2 - INTERVIEWS
STEP 3 -‘WORKSHOPPING’ THE WAY FORWARD
IMPLEMENTING CHANGE
RELATIONSHIP PERFORMANCE MEASUREMENT SUMMARIZED
CHAPTER 8 WORK SHEET
CHAPTER 9 PERFORMANCE MANAGEMENT – IF YOU’VE MEASURED IT YOU CAN NOW MANAGE IT
APPLYING PERFORMANCE MEASUREMENT
SCENARIO 1: QUICK LOOK
SCENARIO 2: PORTFOLIO PERSPECTIVE
SCENARIO 3: STRATEGIC PARTNERSHIP
SCENARIO 4: REGULAR REVIEWS
ARE YOU READY TO COLLABORATE?
ALLIANCES AND CONSORTIA - GROUP WORKING
RELATIONSHIP PERFORMANCE MANAGEMENT BENEFITS
CHAPTER 9 WORK SHEET
CHAPTER 10 MANAGING EXIT – ALL’S WELL THAT ENDS WELL
WHAT IS EXIT?
EXIT SCENARIOS
THE EXIT LANDSCAPE
WHY PLAN FOR EXIT, WHAT COULD POSSIBLY GO WRONG?
STRATEGY – UNWINDING THE JOINT ENTERPRISE
MANAGING FOR EXIT
THE EXIT MANAGEMENT PROCESS
CHECKLIST FOR EXIT PLANNING IN THE DECISION PHASE
TRANSITIONING TO OPERATIONS
OPERATIONS – KEEPING UP TO DATE
IMPLEMENT THE EXIT PLAN
CHECKLIST FOR EXIT IMPLEMENTATION - SENIOR MANAGEMENT
CHECKLIST FOR EXIT IMPLEMENTATION - RMS
CHAPTER 10 WORK SHEET
CHAPTER 11 REVIEW
Biography
Dr Andrew S Humphries MBA, PhD is CEO of SCCI Ltd, a company that specializes in performance improvement within complex, commercial and government relationships. Over the last 15 years, He has worked with a wide variety of organizations in Europe, Asia and Australia using PartnerLink, a scientific process that clearly identifies partnering performance drivers and opportunities for improvement. As a result, he has enabled many to achieve significantly enhanced collaborative effectiveness and bottom-line benefits. He retired from the UK RAF in 2004 as Head of Policy for Defence Aviation Logistics. He has over 35 years of experience as a practical military logistics manager and director. Andrew gained his Ph.D. from Cranfield School of Management, the UK in 2003 and has published widely. His books Strategic Alliances and Marketing Partnerships (Kogan Page 2009), Collaborative Change (2010) and Enterprise Relationship Management (Gower 2015) demonstrate the importance of applying a management discipline to ensure the success of collaborative relationships, alliances, and partnerships.
Linda McComie, MBA is the Director and co-founder with Andrew Humphries of SCCI Ltd. Over the last 16 years, she has piloted and co-developed the SCCI toolset with Andrew. She has been actively promoting the use and continuous development of collaborative working with both managers and business schools. Her work with SMEs has been particularly successful, where client organizations grew by 33% year on year over a three-year monitored period. She is a former Senior Manager in the UK Finance, Manufacturing, and Employment sectors and has worked extensively with blue-chip companies to improve the performance of their alliances and collaborative partnerships. Linda gained her MBA from the Open University Business School in 1994. She is the co-author of the SCCI Simple Guide to Collaboration series of books.
It is well recognised that a collaborative relationship will outperform an arm’s length adversarial one. Unfortunately, there are also many examples of failed collaborative relationships that failed to deliver on their promise. The authors of this book quite rightly identify that collaborating with organisational partners takes more than good intentions. It takes a well-planned and communicated approach that is ideally jointly developed between the parties. In this book, you will find a step-by-step guide with worksheets and tools that you and your intended partner can use to develop a joint plan, an execution strategy, and an ongoing relationship management process to keep you on track. It also recognises that the best time to work on your exit plan from the relationship is at its beginning when the relationship is at its strongest. I would recommend this book to anyone who is either engaged in developing or already involved in collaborative relationships as a tool to deliver on the promise that your relationship can deliver.
-- Andrew Downard, Ph.D., CEO, Ci-Advisory, Australia
Implementing & Managing Collaborative Relationships is an invaluable resource for anybody interested in managing business relationships. Humphries and McComie present an authoritative account of how collaborative relationships work and why they don’t work. The practical tools, such as worksheets and checklists, provide a hands-on structure to ensure successful relationship management.
-- Dr. Carlos Mena, Nike Professor of Supply Chain Management, Portland State University, USA
The concept that collaboration delivers better results is not new, but focus on short-term wins frequently stands in the way. The global pandemic has provided a wake-up call, an appreciation that ‘we are in this together’. With more than 60% of commercial executives now pushing for collaborative relationships, this practical ‘how-to’ guide could not be more timely.
-- Tim Cummins, President, World Commerce and Contracting; Professor, International Commercial and Contract Management, University of Leeds School of Law
The successive shocks of the pandemic, microchip supply and now emerging inflationary pressures have challenged supply chains more than at any time in the last 20 years. Resilience has now become a key distinguishing factor between organizations, and those that have built the strongest collaborative relationships and networks are best placed to maximize profitability in 2022 and beyond.
-- Mike Reilly MBE, CEO - ETher NDE Ltd., Baugh & Weedon Ltd., Alban NDE LLC
