DEVELOPMENT PROJECT MANAGEMENT INSTITUTE

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DEVELOPMENT PROJECT MANAGEMENT INSTITUTE

• Seminar Notes for Strategy Development and
  Effective Partnering

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Module Tool Suite

• Organizational Network Analysis
• Core competency mapping
• Strategy canvas
• Crowdsourcing

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Group Assignment

• Develop an original alliance strategy that
  accelerates the anti-poverty agenda of the
  Millennium Development Goals while supporting
  your own organizations objectives.

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Monday

• Morning
• Objectives and Introductions
• Key principles of effective partnering
• Introduction to social network analysis (SNA)
• ONA Team Administering the DPMI network analysis
• Afternoon
• DPMI SNA Results
• Data Mining Global Giving and KIVA
• Night Reading How Breakthroughs Happen

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Why Partnership?

• The alliance imperative drives
• 10,000-20,000 partnerships in development each
  year

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Why Partnership?

• Expand your capability
• Extend your reach
• Lower your costs
• Provide more effective services or products
• Gain access to additional resources
• Improve your credibility

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Building Blocks of a Partnership

• Actors in terms of their affinity
• Transactions, specifically the type of need in
  relation to demand on the actors asset base
  light and frequent needs, or heavy and of longer
  duration.
• The motivations in terms of obligation or free
  choice and the degree of imperative to act.
• the level of personal trust, reputation and
  status between all parties
• Rules that combine and regulate how these factors
  interact.

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Introduction to ONA

• ONA Network Analysis is a mathematical and visual
  analysis of relationships / flows / influence
  between people, groups, organizations, computers
  or other information/knowledge processing
  entities Valdis Krebs
• A targeted approach to improving collaboration
  and network connectivity where they yield
  greatest payoff for an organization Rob Cross
  Andrew Parker

When applied to organizations, often (and
increasingly) called Organizational Network
Analysis (ONA)
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Nodes and Links

• Organizational network analysis views
  relationships in terms of nodes and links.

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Mapping Next Practice

• Who are key connectors/resources?
• Who/which groups might be isolated and/or
  underutilized?
• Where might information/resource bottlenecks
  occur?
• How can we improve collaboration?

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Mapping Next Practice

• How do different organizations interact with one
  another?
• Where are key information sources and resource
  hubs?
• Which organizations might make good partners?

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Mapping Next Practice
Centrality 80
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What do we notice about these maps?

• Any set of relationships is a network
• Person-person
• Group-group
• Cross-enterprise
• Cross-business
• Information artifacts
• A network is a collection of nodes linked by a
  type of relationship

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Real World Networks Networks
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Key Network Metrics

• Degrees
• Betweeness
• Centrality
• Reach

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Degrees Out

• Useful for
• Identifying the most active connectors

• An index score (0 1) that describes the
  connectivity of a node in terms of self-reported
  linkages
• The higher the degrees out score, the larger the
  number of linkages and the more actively the node
  is networking

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Degrees In

• Useful for
• Identifying key players in a network
• Understanding which nodes represent mavens key
  resource and information hubs

• An index score (0 1) that describes the
  connectivity of a node in terms linkages reported
  by others
• The higher the degrees-in score, the larger the
  number nodes that are approaching an organization
  for resources or information

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Betweeness

• Useful for
• Identifying key brokers that hold a network
  together and play a key role in integrating
  peripheral nodes

• An index score (0 1) that describes the extent
  to which a node lies along the shortest paths
  between other nodes
• Indicates how well positioned people are to move
  knowledge around the network, to broker
  information, or serve as gatekeepers

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Centrality

• Useful for
• Monitoring network validity/sustainability
• Sparking discussions around network strengthening

• An index score (0 1) that describes the extent
  to which a network is dependent for its
  sustainability upon a few key nodes
• A centrality score of close to or above 0.3
  indicates a network that relies too much upon key
  nodes

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Reach

• How many nodes can be reached in 2 steps?
• Nodes with highest reach act as bridges between
  structural holes in the network

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Reach

• Useful for
• Determining the level of integration in a network
• Monitoring the development of a network over time

• The proportion of the network that can be reached
  by an individual node in a maximum of two steps
• The greater the reach out of an individual node,
  the stronger its participation in the network

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Network Weaving Cyprus

• Local NGO network prior to a network weaving
  intervention

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Network Weaving

• Network mapping assists with identification of
  additional resources

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Network Weaving

• Post-Intervention, strong interaction persists
  between participants, funders and expert service
  providers

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Network Weaving
Planned interventions foster collaboration and
partnerships, linking organizations together
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Partnership CompetenciesBalancing Business and
Relationship

• RELATIONSHIP SKILLS
• Intuition (social radar)
• Creating intimacy (dating)
• Communication
• Commitment
• Growing together
• Trust building
• Collaborating in teams

• BUSINESS SKILLS
• Mapping
• Diagnostics
• Managing change
• Strategic thinking
• Visioning
• Negotiating

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The Predictable Journey

• Anticipation
• Engagement
• Valuation
• Coordination
• Investment
• Stabilization

• Clarifying Strategy
• Determination of scope
• Valuing assets
• Creating structures
• Making hard choices
• Stabilization

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Reasons for Failure

• Overly optimistic
• Poor communications
• Lack of shared benefits
• Slow results or payback
• Lack of financial commitment
• Misunderstood operating principles
• Cultural mismatch
• Lack of alliance experience

Source 455 CEOs
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Roadmap for success

• Know alliance stages, issues and requisite skills
• Keep senior management's attention in sync with
  the stage of development
• Keep frequent contact with your partner
• Create opportunities for frequent professional
  and social interaction
• Be as vigilant of your partners interests as you
  are your own organizations
• Build it day-by-day
• Choose managers with partnership competencies

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Strategic Alliance Simulation
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The DPMI Development Challenge How it Works

• STEP One
• Form groups of 2-4
• Start Data Mining
• STEP Two
• Mission and Vision analysis
• Map core competencies and promising adjacencies
• Prepare Strategy Canvas
• STEP Three
• Prepare for the Alliance Marketplace
• Form alliances

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Strategic Alliance Simulation

• STEP Four
• Create a remarkable collaboration strategy
• STEP Five
• Post your idea to the DPMI Online Trading Market
• STEP Six
• Prepare for your final group PowerPoint
  presentation

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Choosing an Organization

• Freedom From Hunger
• Ashoka
• Save The Children
• AED
• EDC
• World Learning
• Conservation Intl.
• Oxfam
• IRC
• CARE
• Lutheran World Relief

• White Ribbon Alliance
• Impact Alliance
• WWF
• Mercy Corps
• World Vision
• TNC
• Habitat for Humanity
• CHF
• Pact
• Technoserve
• CRS

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Core Competencies for Development NGOs?

• Core competencies are the skills and capabilities
  that enable an organization to create a unique
  and sustainable set of benefits (value-creating
  activities) for its project participants.
• Core competencies come from the sum of an
  organizations accumulated intellectual capital,
  technologies, experience, skills, and management
  processes.

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Mapping the Core

• What are the boundaries of the business in which
  I participate? What products, communities,
  channels, and geographies do these boundaries
  encompass?
• What are the core skills and assets needed to
  compete effectively within this arena?

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Growing from the Core

• What is my core business as defined by my project
  participants, technologies, programs, products
  and services?
• What is the key differentiating factor that makes
  me unique to my project participants and core
  constituencies?
• What are the adjacent areas around my core, and
  are the definitions of development and leading
  edge practice likely to shift over time changing
  the landscape in which we work?

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Choosing Adjacencies

• Mission-fit
• Immediate adjacency
• Differentiation
• Value-adding activity
• Greater impact
• Partnership attractiveness

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Group work

• Identify core competencies
• Add two circles representing Adjacent
  Competencies radiating out from your core
• Prepare a complete competency map on a flip chart
  or in CMAP for the Alliance Market Place

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Tuesday

• Morning
• Defining and mapping the core
• Job Hunting Brown Bag Lunch
• Afternoon
• Building from the core
• Strategy Canvas
• How Breakthroughs Happen

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Wednesday

• Afernoon I
• Review of core competencies, adjacencies and
  competency mapping
• Group Development Challenge work Refining your
  value proposition
• Afternoon II
• Group simulation The Alliance Marketplace
• Starting a conversation

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Thursday

• Morning
• Alliance Teams
• Disruptive Innovation
• Afternoon
• Lets go Live! Posting to the Innovation
  Marketplace
• Group work

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Friday

• Morning
• Review/big ideas
• Strategic alliance clinic high performance group
  tune-ups
• Afternoon
• Group Presentations
• Top Trader awards
• Wrap-up and Evaluation