Strategic Approaches to Collaboration Suzanne Crew Vernon Crew - - PowerPoint PPT Presentation

Service Improvement & Innovation in Universities Conference 2017

Workshop Major 1C – The Power of Collaboration

Strategic Approaches to Collaboration

Suzanne Crew Vernon Crew

The strategic challenge

• Universities increasingly operate in a

multifaceted, networked policy and transactional environment

• Leaders are confronted with problems

they can’t always fix in isolation

• Leaders are presented with
• pportunities they can’t always seize
• n their own

One possible answer….....

Working together and with other sectors, industries, & governments to develop collaborative arrangements that provide a win- win solution for all parties

Collaborative camps

Camp 1: Transactional The competitive (win-lose) camp:

• one-time collaboration; OR
• short-term horizon;
• goal is to maximize own benefits.

The transformational (win-win) camp:

• strategic (long-term horizon);
• co-creation;
• propels all parties forward;
• use of unique strengths and resources;
• based largely on trust;
• goal is to maximize joint gains.

Camp 2: Transformational

Checklist ✔︐

Identify the driver or problem to be addressed Generate alternative solutions Select alternative solutions Ideate and network Project and change management Ongoing partnership management

✔︐ ✔︐ ✔︐ ✔︐ ✔︐

What is your main driver for collaboration?

Organisational Sustainability? Financial Sustainability? Environmental Sustainability? Profit Risk Markets Resources Reputation Product Engagement Differentiat e Capacity Channel

Which solution(s) will help you achieve your goal?

SHARE DRIVERS

Complementary Partnering

Leverage resources Different markets

University X licences award courses to an overseas provider in different market University X and VET Provider Y share facilities and sub-degree curriculum with intent of attracting different markets

Mash-up

Mutual interest Mutual benefit

University X (lead) plus 13 international partner universities, establish a global alliance for higher education and collaborative research

EXAMPLE

Vertical Partnering

Different markets but mutual interest along supply chain

University X, RTO Y and School Z partner to deliver Australian AQF awards and

• ngoing professional development as

TNE. University X invests in Edtech

SHARE DRIVERS

Secondary Markets

Mutual resources Different markets

University X collaborates with professional training organisation to provide content for short-course modules

Switchboard

Non-reciprocal connector of multiple partners/markets

P2P – learner to learner, learner to support (Studiocity) B2B – organisation to organisation (OUA)

EXAMPLE

Competency Cluster

Mutual interest, Mutual benefit, Different market

Research Hubs Tech Hubs Issue-based alliance (University Innovation Alliance) Benchmarking groups

Which solution(s) will help you achieve your goal?

SHARE

Franchise

Mutual product Different resources Different markets

University X provides private provider Y with course materials while retaining conferral rights. Private provider Y delivers the award.

Share Economy

Trade resources and products

University X provides company specific training for Company Y. Company Y provides University X with specific goods

• r services

EXAMPLE

Which solution(s) will help you achieve your goal?

Generating solutions

First Law: The combination must have the potential to create more value than the parties could create

• n their own. Which elements from each business

need to be combined to create joint value? Second Law: The combination must be designed and managed to realize the joint value. Which partners best fit our strategic goals? How should we manage the integration? Third Law: The value earned by the parties must motivate them to contribute to the collaboration. How will we share the joint value created?

Case study: ‘Mash-Ups’

Node in Network

Open- Ended Minimal Complexity Mutual Benefits Multiple Partners Share Assets Share Capability Share Domain Knowledge Share Existing Customer Relations

Communication issues between patients and healthcare providers resulting in no ‘big picture’ and less than optimal health

• utcomes

Problem Elements

Research skills, SME, Practitioners, Telepresence, Cloud Services, IoT

Value

Rapid prototyping, new quality service, simplicity in design, speed to market, health

• utcomes “MyWays”

Problems and drivers: your pick

Student demand for improved online interactivity 1) Student demand for open enrolment 2) Access to new markets in a risk averse risk climate 3) Diversify income streams 4) Changing demand for work ready graduates 5) Your choice 6)

Generating solutions

First Law: The combination must have the potential to create more value than the parties could create

• n their own. Which elements from each business

need to be combined to create joint value? Second Law: The combination must be designed and managed to realize the joint value. Which partners best fit our strategic goals? How should we manage the integration? Third Law: The value earned by the parties must motivate them to contribute to the collaboration. How will we share the joint value created?

Debrief…