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 - and abundant new opportunities. 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
Are you equipped to be an effective collaborative partner institution?
Case Studies
Case Study 1: : Young but collaboratively mature • Amalgamation of of smaller institutions • Clear mission • Realistic goals, risk culture and resources • Good two-way communications – focus on WIIFT • New executive and internal culture developing • Local sector sensitivities • No reputation on which to draw
Outcomes • Long-term and sustained academic and industry links • Reputation enhancement • Strong and sustained research links and outputs • Met short, medium and long-term institutional strategic targets • Met government policy objectives • Led to best-practice model being deployed across the sector
Case Study 2: : Established but coll llaboratively challenged • History of inability to sustain long-term collaborative arrangements • Unclear vision & strategy outside of the profit motive • Limited resourcing - staff and $ • Leadership and staff engagement patchy • Blame culture • Small number of dedicated and committed staff • Solid personal relationships formed • Good framework developed and implemented
Outcomes • Short-term and long-term financial loss • Alienation of partners and students • Legal ramifications • Damage to reputation • Staff disengagement • Risk averse culture developed • Change fatigue • Institutional silo
My institution generally….. [is] [is] [deploys] [is] [is] [is] [is] Strategically Focused Culturally Facilitative Strategic Personnel Assisted Risk Savvy System & Process Implementation Collaboration a core part Collaborative best practice Communication Designated high quality, Positive, realistic risk Assisted Proficient of planning cycle, real sought and a sine qua appropriately senior staff culture, need for and Excellent at WIIFU, Robust, appropriate Focus on needs of all value sought for all non, respect for partners to drive and support methods of risk infrastructure, agile parties, milestones clear WIIFM & WIIFT, parties, RoI clear, a core priority, identifies collaboration, cross- management clearly systems and compliance and marked, factoring into collaborative strategy prioritised, known and and practises as a learning cultural & best practice PD understood and espoused framework, flexible policy forward planning, which is well known and ‘owned’, accepted by all relevant organisation, honest ongoing, senior staff by staff, strong quality framework, realistic, pragmatic and flexible, (20-25) dedicated and capable staff, synergies sought and awareness and visibly engaged and focus, partners sought comprehensive sound change high quality support staff developed, profit clearly appreciation of realities ‘walking the walk’, all staff who shared view on understanding of own management capability, available, success not the only driver, open and impact of internal accept and actively carry quality a prime criterion business architecture flexible, adequate celebrated at all levels, to a variety of models culture, external responsibility for positive when selecting potential resourcing issues addressed known and novel, perceptions and engagement with partners partners, sound, transparently and short/long term goals collaborative capabilities, compliant exit strategies constructively, 2-way balanced, synchronised constructive engagement in place reflecting well on open comms the norm, and a clear focus for with and awareness of all parties internally & externally collaborative activity impact of cultural factors Strategically Sound Culturally Sound Considered P ersonnel Ready Risk Aware System & Process Implementation Ready Collaboration part of Collaborative best practice Communication Designated senior, trained Realistic risk culture, need Ready Some focus on needs of all planning cycle, value sought, partner respected, staff to support for and methods of risk parties, milestones clear Good at WIIFU, WIIFM & Robust, appropriate sought for all parties, RoI identifies as a learning collaboration, cross- management tolerated by and tracked, pragmatic WIIFT, collaborative infrastructure, flexible clear and priotised, organisation, honest cultural & best practice PD staff, some genuine planning, reasonable strategy known, systems, policy framework (15-15) synergies sought, profit awareness of internal ongoing, senior staff ‘walk quality focus, partners change management dedicated support staff and compliance regime, not the prime driver, open culture, external the walk’, most staff carry sought who share view on capability, adequate available, success reasonable understanding to variety of models, perceptions and responsibility for positive quality, though not resourcing celebrated and issues of own business short/long term goals collaborative capabilities, engagement with partners necessarily excluded if addressed, at all levels, 2- architecture balanced awareness of impact of view not shared, way comms in place, cultural factors reasonably sound and internally & externally compliant exit strategies in place
My institution generally….. [is] [is] [deploys] [is] [is] [is] [is] Strategically Challenged Culturally Challenged Ad hoc Personnel Challenged Risk Challenged System & Process Implementation Collaboration a notional Collaborative best practice Designated staff but may Unclear or cynical Communication Challenged Challenged part of planning cycle, sought, only notional not be appropriately understanding or Good at WIIFU, WIIFM Inappropriate Focus mainly on own face-value benefits value respect for partners, senior or aware of best acceptance of risk some inkling of WIIFT but infrastructure, legacy silo needs, milestones set but for all parties, RoI cynical self-identification practice, Some PD, but appetite, risk not prioritised, vague systems and compliance may be unremarked, identified but not a major as a learning organisation, gaps e.g. cross-cultural management needs and awareness of framework that limit the planning reactive, (10-14) focus of activity, synergies some awareness of competency, senior staff operationalisation, collaborative strategy, few ability to integrate, rigid primitive change acceptable but not internal culture, external engaged sporadically, staff compliance-focused support staff available, policy framework, little management capability, prioritised, profit a clear perceptions and are aware of and may quality regime and successes not celebrated understanding of own inadequate resourcing driver, some variety of collaborative capabilities, participate in culture, partners sought but failures generate business architecture models, short/long term some awareness of impact collaborative activity but without prioritising a witch-hunts, 2-way goals unbalanced of cultural factors don’t feel personally shared view on quality, comms, internal & responsible for its success. exit strategies of varying external, notional rather quality in place than actual Strategically Bereft Culturally Damaging Scattergun Personnel Deprived Risk Gridlocked System & Process Implementation Collaboration ad hoc, not Collaborative best practice Communication Collaboration staff too Excessive risk appetite or Stifled Obstructed part of planning cycle, unknown and not sought, junior and/or untrained, risk averse, staff cynical Vague about WIIFU and Fragile, fragmented and Focus solely on own value sought for own very limited respect for may be dealing with about need for and WIIFM, no or very limited inappropriate needs, milestones not institution only, RoI vague, partners, not a learning collaborative activity as an operationalisation of risk idea about WIIFT, infrastructure, rigid established and synergies serendipitous, organisation, no or ‘add - on’, no PD in place, management, weak or collaborative strategy is a systems and policy unremarked, planning profit prime driver, very extremely limited senior staff unengaged, non-existent quality focus, mystery, no or very framework, notional or vestigial, no significant (5-9) restricted range of constructive or real collaboration is a silo partners sought regardless limited support staff inflexible compliance change management collaborative models, awareness of internal activity. of view on quality, poor or available, no or very framework, no real capability, unrealistical short-term take priority culture, external non-existent exit limited real awareness of understanding of own resourcing over long term goals perceptions and strategies in place successes, issues or business architecture collaborative capabilities, failures, top-down impact of cultural factors communication only a mystery
Case Study 1
Case Study 2
Your turn …..
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