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.
Author(s): Andrew Humphries, Linda McComie
Publisher: Routledge/Productivity Press
Year: 2022
Language: English
Pages: 174
City: New York
Cover
Endorsement page
Half Title
Title Page
Copyright Page
Table of Contents
About the Authors
Foreword
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 Worksheet
Activities
Questions
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 Worksheet
Activities
Questions
Chapter 3 The Relationship Manager – Clears Tall Buildings in One Bound!
Who Is the RM?
What Are Their Roles and Responsibilities?
Checklist of RM-Related Activities and Responsibilities
Skills and Attributes – Communicate, Collaborate, Lead, and Serve
Person Specification
Job Specification
Strategic Role
In-House Coordination Role
Partner Coordination Role
Key Accountabilities
Skills and Personal Qualities
Competencies and Strengths
Cognitive Ability
Persuasion
Self-Management
Chapter 3 Worksheet
Activities
Questions
Chapter 4 The Enterprise Relationship Management Plan (ERMP) – The ‘Dashboard’
What Is the ERMP?
The Collaborative Management Cycle
Stepping through the ERMP
Organizational Arrangements
Checklist for Organizational Arrangements
High-Level Joint Process Map
Organization Charts (Highlighting the Posts with Enterprise Responsibilities)
Governance Structure
Contact List
Business Case
Checklist for Business Case
Objectives
Value Proposition
Enterprise Business Plan
Relationship Asset Register
Checklist for Relationship Asset Register
Register of Resources
Register of Capabilities
Culture Matching
Relationship Management Capabilities
Risk Assessment
Checklist for Risk Assessment
Risk Register
Commercial Agreement
Checklist for Commercial Agreement
Commercial Agreement Key Features
Commercial Agreement Updates
Managing Performance
Checklist for Strategic Management Meetings
Checklist for Operational Management Meetings
Checklist for Operational Review Meetings
Decision Record
Continuous Improvement and Innovation
Checklist for Continuous Improvement and Innovation
Innovation Register
Knowledge Management
Checklist for Knowledge Management
Intellectual Property Policy Updates
Intellectual Property Register
Communications
Checklist for Communications
Communications Plan
Personnel and Team Development
Checklist for Personnel and Team Development
Skills and Knowledge Policy
Skills and Knowledge Plan
Exit Arrangements
Checklist for Exit
Exit Plan
Lessons Learned
Chapter 4 Worksheet
Activities
Questions
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 Worksheet
Activities
Questions
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 6 Worksheet
Activities
Questions
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 Worksheet
Activities
Questions
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 Worksheet
Activities
Questions
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 Worksheet
Activities
Questions
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 Worksheet
Activities
Questions
Chapter 11 Review
Index
