Work­ing col­lab­o­ra­tively

NZ Business - - INBOX -

A Bri­tish ex­pert in col­lab­o­ra­tive work­ing has been in New Zealand as the first ini­tia­tive of the In­sti­tute for Col­lab­o­ra­tive Work­ing NZ (ICWNZ). Neill Car­ruthers from the United King­dom based In­sti­tute for Col­lab­o­ra­tive Work­ing was in Welling­ton in May to de­liver the first ISO 44001 Col­lab­o­ra­tive Project Lead­ers Course held out­side Bri­tain. The Bri­tish in­sti­tute de­scribes its role as es­tab­lish­ing col­lab­o­ra­tive work­ing “as a pro­fes­sional busi­ness dis­ci­pline and help or­gan­i­sa­tions, large and small, in both the public and pri­vate sec­tors, to build and de­velop ef­fec­tive com­pet­i­tive busi­ness re­la­tion­ships based on col­lab­o­ra­tive work­ing good prac­tice”. It has been one of the main driv­ers in the devel­op­ment of the new in­ter­na­tional stan­dard ISO 44001 (col­lab­o­ra­tive busi­ness re­la­tion­ship man­age­ment sys­tems).

One of the or­gan­is­ers of the New Zealand course, Nazanin Jenkin, a con­sul­tant at Shared Solutions, says the stan­dard pro­vides a strate­gic frame­work for or­gan­i­sa­tions to build and man­age ef­fec­tive col­lab­o­ra­tive re­la­tion­ships to de­liver ben­e­fits for all stake­hold­ers.

Car­ruthers told Man­age­ment that work­ing col­lab­o­ra­tively is about adding value by com­mit­ted or­gan­i­sa­tions for the re­al­i­sa­tion of joint and in­di­vid­ual ob­jec­tives. It’s a strate­gic frame­work and a struc­tured frame­work and method­ol­ogy.

He says there seems to be a real ap­petite for the op­por­tu­ni­ties and chal­lenges of cross agency work­ing and in dif­fer­ent coun­tries coun­cils are look­ing at how they can pool re­sources while gov­ern­ment agen­cies are look­ing at how they can work bet­ter to­gether.

He ex­plained that the strate­gic el­e­ment is all about an or­gan­i­sa­tion which is con­sid­er­ing col­lab­o­ra­tive work tak­ing a good look at it­self and ask­ing whether this aligns with its busi­ness ob­jec­tives and struc­ture and will it add value? Would it pay them to bring in col­lab­o­ra­tors?

Car­ruthers says one of the first things the stan­dard does is find out what an or­gan­i­sa­tion means by col­lab­o­ra­tion – part­ner­ing or al­lianc­ing are la­bels to cover all man­ner of things “and some of the risk lies in the dif­fer­ent mean­ings”.

The stan­dard also ad­dresses the en­gage­ment phase which en­com­passes part­ner se­lec­tion, seal­ing the gov­er­nance ar­range­ment and po­si­tion­ing value for ev­ery­one at the centre of that.

They recog­nise that a lot of these agree­ments are in place for a cer­tain amount of time, so ad­dresses the exit strat­egy in the early stages. Car­ruthers says for the par­ties in­volved it’s also about un­der­stand­ing some of the risks in­creased in­ter­de­pen­dancy will have on them. For more in­for­ma­tion see in­sti­tute­for­col­lab­o­ra­tive­work­ing.com

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