DEVELOPMENT PROJECT MANAGEMENT INSTITUTE

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DEVELOPMENT PROJECT MANAGEMENT INSTITUTE

• Seminar Notes for Effective Partnering and
  Knowledge Networking

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Objectives

• Demonstrate competence with the analytical skills
  that are essential for effective partnership
  selection, strategy and business model
  development
• Delineate your own standards for the proper role,
  functions and practices of partnering
• Make extensive use of the tools and frameworks
  presented in the seminar within the context of
  your group assignment.

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Effective Partnering

• Course Notes for MIIS Development Project
  Management Institute

Evan Bloom
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Why Partnership?

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

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Building blocks of a Partnership

• Shared vision of what we are trying to achieve
  and how to achieve it..
• Impact on the lives of the people we serve
• Solidarity in our relationships

NGO Sector Perpective
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Building blocks of a Partnership

• Business and relationship are like strands of
  DNA. They provide the essential building blocks
  of an alliance.
• R. Spekman

Private Sector Perpective
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Alliance Spirit Private Or Non-profit Sector?

• Complimentary
• Long-term
• Synergy
• Empathy
• Survival
• Market/technology access
• Need cash

• Common goals
• Win-win
• Create value
• Competition
• Trust
• Cultural mix
• Shared objectives
• Sustainability

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CAREs Definitions of Partnership

• Partnerships are mutually beneficial alliances
  of diverse types between organizations where
  roles, responsibilities and accountabilities are
  clearly defined.
• Partnership is a means to achieve improved
  quality of life for more beneficiaries through
  sustainable service delivery, better
  responsiveness to local development needs, and
  increased scale and scope of programs.

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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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Seminar Assignments

• Individual. Review Catholic Relief Services 2002
  Partnership Programming Framework and write a 1-2
  page memo to the CRS Partnership Coordinator with
  recommendations for additions, changes or next
  steps.
• Small Group. Develop an original business model
  and partnership strategy that supports your
  (simulated) organizations mission critical
  objectives.

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Partnering Strategy Analysis Framework

• Imperative or rationale for partnering
• Partnership principles
• Partnership policies
• Definitions
• Partnership typology
• Institutional structural changes

• Practices
• Partnership and power
• Finance
• Information
• Decision making
• Relationship
• Criteria for measuring success
• Vision of the future

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Building Strong Alliances

• 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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Partnership CompetenciesBalancing Business and
Relationship

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

• BUSINESS SKILLS
• Visioning
• Strategic thinking
• Negotiating
• Collaborating in teams
• Managing change

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Tools for Effective Partnering

• Historical Timeline
• Evaluation Windows
• Staring a conversation (dialog tool)

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Knowledge Networking

• Course Notes for MIIS Development Project
  Management Institute

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Five Dimensions of Organizations as a Living
System

• Pattern
• Structure (e.g..leadership,governance)
• Process
• Organizational intelligence
• Flow of energy

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Networking and Knowledge

• People get answers to their questions, both,
  know-what and know-how
• They receive meta-knowledge pointers to domains
  of knowledge, databases, people
• They find ways to reformulate their problems
• They gain prestige from contact with new people
  and institutions

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Communities of Practice

• Domain- what they know
• Community- who they are
• Practice- what they do

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Lifecycle of COPs

• Potential
• Awareness campaigns
• Diagnosing infrastructure
• Coaching community champions
• Coalescing
• Facilitating dialogue
• Mapping knowledge flows and relationships
• Maturing
• Guiding COP through growth
• Creating frameworks and guidelines
• Designing documentation systems
• Stewardship
• Helping negotiate the role of the community in
  organizational decision making
• Forming links with other groups and communities
  for mutual learning
• Transformation
• Defining a legacy
• Preserving artifacts and history
• Maintaining maps and directories

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Digital Strategies

• Content Provider
• Provides content through intermediaries
• Direct to Customer
• Provides services directly to customer
• Full Service Provider
• Provides full range of services directly and
  through allies
• Shared Infrastructure
• Brings together multiple competitors to
  cooperate by sharing a common IT infrastructure

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Digital Strategies (Contd)

• Value Integrator
• Coordinates activities across a domain (e.g..
  Healthy, financial..) by gathering, synthesizing
  and distributing information
• Virtual Community
• Creates and facilitates an online community of
  people with common interests, enabling
  interaction and service provision

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Where can we find these models in international
development?
1. 2. 3. 4. 5. 6. 7. 8.