Reality Check: Readiness to Collaborate Suzanne Crew Vernon Crew - - PowerPoint PPT Presentation
Workshop Major 1A The Power of Collaboration Reality Check: Readiness to Collaborate Suzanne Crew Vernon Crew Service Improvement & Innovation in Universities Conference 2017 We are facing a world with new challenges, new threats -
Service Improvement & Innovation in Universities Conference 2017
Workshop Major 1A – The Power of Collaboration
Suzanne Crew Vernon Crew
We are facing a world with new challenges, new threats
Collaboration can be an important tactic for seizing these opportunities but there are no silver bullets
No theory No academe No generalised maturity models Just a distillation of years of ‘getting our hands dirty’ and ‘doing’ collaboration
industry links
strategic targets
across the sector
arrangements
[is] [is] [deploys] [is] [is] [is] [is]
(20-25)
Strategically Focused
Collaboration a core part
value sought for all parties, RoI clear, prioritised, known and accepted by all relevant staff, synergies sought and developed, profit clearly not the only driver, open to a variety of models known and novel, short/long term goals balanced, synchronised and a clear focus for collaborative activity
Culturally Facilitative
Collaborative best practice sought and a sine qua non, respect for partners a core priority, identifies and practises as a learning
awareness and appreciation of realities and impact of internal culture, external perceptions and collaborative capabilities, constructive engagement with and awareness of impact of cultural factors
Strategic Communication Excellent at WIIFU,
WIIFM & WIIFT, collaborative strategy well known and ‘owned’, dedicated and capable high quality support staff available, success celebrated at all levels, issues addressed transparently and constructively, 2-way
internally & externally
Personnel Assisted
Designated high quality, appropriately senior staff to drive and support collaboration, cross- cultural & best practice PD
visibly engaged and ‘walking the walk’, all staff accept and actively carry responsibility for positive engagement with partners
Risk Savvy
Positive, realistic risk culture, need for and methods of risk management clearly understood and espoused by staff, strong quality focus, partners sought who shared view on quality a prime criterion when selecting potential partners, sound, compliant exit strategies in place reflecting well on all parties
System & Process Assisted
Robust, appropriate infrastructure, agile systems and compliance framework, flexible policy framework, realistic, comprehensive understanding of own business architecture
Implementation Proficient
Focus on needs of all parties, milestones clear and marked, factoring into forward planning, which is pragmatic and flexible, sound change management capability, flexible, adequate resourcing
(15-15)
Strategically Sound
Collaboration part of planning cycle, value sought for all parties, RoI clear and priotised, synergies sought, profit not the prime driver, open to variety of models, short/long term goals balanced
Culturally Sound
Collaborative best practice sought, partner respected, identifies as a learning
awareness of internal culture, external perceptions and collaborative capabilities, awareness of impact of cultural factors
Considered Communication
Good at WIIFU, WIIFM & WIIFT, collaborative strategy known, dedicated support staff available, success celebrated and issues addressed, at all levels, 2- way comms in place, internally & externally Personnel Ready Designated senior, trained staff to support collaboration, cross- cultural & best practice PD
the walk’, most staff carry responsibility for positive engagement with partners
Risk Aware
Realistic risk culture, need for and methods of risk management tolerated by staff, some genuine quality focus, partners sought who share view on quality, though not necessarily excluded if view not shared, reasonably sound and compliant exit strategies in place
System & Process Ready
Robust, appropriate infrastructure, flexible systems, policy framework and compliance regime, reasonable understanding
architecture
Implementation Ready
Some focus on needs of all parties, milestones clear and tracked, pragmatic planning, reasonable change management capability, adequate resourcing
My institution generally…..
[is] [is] [deploys] [is] [is] [is] [is]
(10-14)
Strategically Challenged
Collaboration a notional part of planning cycle, face-value benefits value for all parties, RoI identified but not a major focus of activity, synergies acceptable but not prioritised, profit a clear driver, some variety of models, short/long term goals unbalanced
Culturally Challenged
Collaborative best practice sought, only notional respect for partners, cynical self-identification as a learning organisation, some awareness of internal culture, external perceptions and collaborative capabilities, some awareness of impact
Ad hoc Communication
Good at WIIFU, WIIFM some inkling of WIIFT but not prioritised, vague awareness of collaborative strategy, few support staff available, successes not celebrated but failures generate witch-hunts, 2-way comms, internal & external, notional rather than actual
Personnel Challenged
Designated staff but may not be appropriately senior or aware of best practice, Some PD, but gaps e.g. cross-cultural competency, senior staff engaged sporadically, staff are aware of and may participate in collaborative activity but don’t feel personally responsible for its success.
Risk Challenged
Unclear or cynical understanding or acceptance of risk appetite, risk management needs and
compliance-focused quality regime and culture, partners sought without prioritising a shared view on quality, exit strategies of varying quality in place
System & Process Challenged
Inappropriate infrastructure, legacy silo systems and compliance framework that limit the ability to integrate, rigid policy framework, little understanding of own business architecture
Implementation Challenged
Focus mainly on own needs, milestones set but may be unremarked, planning reactive, primitive change management capability, inadequate resourcing
(5-9)
Strategically Bereft
Collaboration ad hoc, not part of planning cycle, value sought for own institution only, RoI vague, synergies serendipitous, profit prime driver, very restricted range of collaborative models, short-term take priority
Culturally Damaging
Collaborative best practice unknown and not sought, very limited respect for partners, not a learning
extremely limited constructive or real awareness of internal culture, external perceptions and collaborative capabilities, impact of cultural factors a mystery
Scattergun Communication
Vague about WIIFU and WIIFM, no or very limited idea about WIIFT, collaborative strategy is a mystery, no or very limited support staff available, no or very limited real awareness of successes, issues or failures, top-down communication only
Personnel Deprived
Collaboration staff too junior and/or untrained, may be dealing with collaborative activity as an ‘add-on’, no PD in place, senior staff unengaged, collaboration is a silo activity.
Risk Gridlocked
Excessive risk appetite or risk averse, staff cynical about need for and
management, weak or non-existent quality focus, partners sought regardless
non-existent exit strategies in place
System & Process Stifled
Fragile, fragmented and inappropriate infrastructure, rigid systems and policy framework, notional or inflexible compliance framework, no real understanding of own business architecture
Implementation Obstructed
Focus solely on own needs, milestones not established and unremarked, planning vestigial, no significant change management capability, unrealistical resourcing
My institution generally…..