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Newsletter - December 07

Partnership eNews
- news & views from the Global Business Partnership Alliance
December 2007
This month
> Collaborative leadership
> Collaborative innovation
> Special Interest Forums: London
> Impact of language on business relationships
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holly

Welcome
As we draw to the end of the year, this final 2007 Partnership eNews brings you more thinking on collaboration - plus news of GBPA initiatives in 2008. The very full new year programme of events will address a wide range of partnership issues to respond to members' challenges. In January, for example, GBPA will share results of its latest Discovery Project - this is examining what it is to be collaborative, and will provide a unique set of tools to evaluate how collaborative people are as individuals and teams, as well as providing a collaborative leader diagnostic.

Early next year, GBPA will conduct a major research project to develop deeper insight into current 'key enablers and obstacles to partnering success'. This will enable GBPA to track how priorities and enablers have changed since this research was undertaken in 2005. As part of this research programme, GBPA will provide a comparative analysis of similarities and differences in key partnering challenges in different geographies. This will include India, Europe (particularly the UK, Netherlands and Germany) and the US. Please contact us if you'd like to participate in this research.

Finally, we wish you and your family a Happy Christmas - and great success in all your collaborations in 2008!

Amanda Crouch
CEO Global Business Partnership Alliance

> Collaborative leadership
men talking
The need for more effective collaboration is a key focus for business leaders.

But is a collaborative leadership and management style a precondition for effective collaboration within their organisation? If it's the responsibility of leaders to lead, surely the notion of collaborative leadership is unrealistic? What does collaborative leadership really mean and how can people go about it? What specific aspects of collaborative leadership do people need to be aware of to move the organisation towards a more collaborative culture? How do you foster collaboration within an organisation?

These questions have led to GBPA's current Discovery Project, which is exploring what it means to be collaborative. From the results, GBPA is developing diagnostic tools to help individuals, teams and leaders assess their level of collaborativeness, so as to provide users with pointers to development needed to reach the next level. The findings will be shared at GBPA's first 2008 evening event in London, on 30 January: Is collaborative leadership possible?

To register for this event, contact Sue O'Connor soconnor@gbpalliance.com

Find out more about GBPA events ...
> Collaborative innovation
clouds
At a recent NESTA Open Innovation Lab event, where GBPA Chairman Philip Anderson participated, the godfather of open innovation Dr Henry Chesbrough spoke about the drivers for and logic of open innovation. From the discussions, some fundamentals emerged:
  • No one has a monopoly on useful knowledge; good ideas are widely distributed
  • Not all the smartest people work for you
  • It requires a change of culture to embrace open innovation successfully. A big crisis can help if it leads to greater willingness to break out from 'business as usual'
  • You need senior executive sponsorship
  • To open up externally, you need to open up internally first - there is much internal knowledge waiting to be utilised.

If conference speaking demand is a fair indicator, there is growing interest in how to achieve innovation through more effective partnering and collaboration. In the last few months alone, Philip Anderson was invited to speak at three conferences all with an innovation theme. The power of collaborative innovation was his chosen topic. And it seems that interest in this subject is gathering a much wider momentum, as the Power of Collaborative Innovation is also the chosen theme of the World Economic Forum's 2008 annual forum in Davos.

In his presentations, Philip introduced GBPA's Collaborative Innovation Spectrum - this is a framework for organisations to assess how open or closed they are for innovation, and during the course of 2008 GBPA will be running a Discovery project to surface insights into the key factors that enable organisations to move from a potentially closed to a more open state.

To find out more about this Discovery Project or to take part in future Discoveries, contact Sue O'Connor soconnor@gbpalliance.com

Find out more about GBPA Discovery Projects ...
> Special Interest Forums: London
puzzle
There are three GBPA Special Interest Forums (SIFs) in London during February. All these events are morning sessions (09:00 to 11:30):
  • Effective Internal Communications - 7 February 2008 - focused on internal collaboration, specifically the role of Internal Communication in promoting and/or improving internal collaboration. It will build on the GBPA Organisational Cultural Assessment Framework, and will look at the best communication techniques and channels to use, and consider the use of collaborative language.
  • Financial Incentives and Penalties - 13 February 2008 - focused on customer / supplier relationships; it will look at the role of financial incentives and penalties in partnership contracts. GBPA will examine the different balances between 'carrot and stick' arrangements, as well as the role of risk/reward, and will seek to understand how to optimise to enhance partnership working effectiveness.
  • Handling Conflict - 28 February 2008 - focused on relationship management and how conflict inevitably needs to be managed. There are different styles of handling conflict between individuals, companies and cultures. GBPA will explore how people handle conflict in the critical relationships within a partnership, and how conflict can be used constructively to develop the relationship.

To register for any of these SIFs, contact Sue O'Connor soconnor@gbpalliance.com
> Impact of language on business relationships
meeting
At a recent GBPA evening event hosted by Dresdner Kleinwort in London, the impact of language on business relationships was explored.

The focus of discussion centred on the interpretation of words, the use of jargon, the style of language and the particular points in the development of a relationship when language is critical. During the session many insights emerged, such as:
  • Interpretation - we use common words all the time, but seldom explore or check to ensure that our interpretation of critical partnering words such as 'relationship', 'collaboration', 'commitment', 'flexibility ' are the same. Language and culture are absolutely intertwined and the same words can have different meaning depending on the parties' national / organisational cultures which can lead to misinterpretation, mismatched expectations and conflict. Much gets lost in translation, and working in a second language can often make people seem more formal and simplistic than intended.
  • Jargon - cliques can be developed by those 'in the know', though jargon can be a healthy shorthand as relationships grow; but take care that it does not become impenetrable to new joiners. It's hard to know what people don't know or understand when we use jargon, and they can be reluctant to ask for fear of appearing stupid, which leads to a feeling of insecurity.
  • Style - different nationalities adopt particular speaking styles, eg polite/direct etc; how do we make allowance for this? Body language is part of style of language and therefore sometimes it is difficult in the virtual business environment to fully understand someone without any visual reference. Style varies by industry, and sometimes by function; eg construction industry uses generally more 'aggressive' language and tone which is not always acceptable in other business environments.
  • Relationship Development - in the early days of a relationship, admitting ignorance and confusion to achieve genuine understanding can really help deepen a relationship. There is a need for awareness and sensitivity at all times about the appropriateness of the language and terms in use; but take care not to inhibit the development of 'coded language' that bonds a team together. Part of the solution is to create a culture where asking for clarification is welcomed and support is freely given. The use of language in conflict resolution is critical to achieving a positive outcome.

Remember that language and building relationships are intertwined; therefore it is imperative to clarify and agree acceptable terminology for the relationship, and build language into the ongoing review of your business relationships. Also, language is evolving all the time - a white coffee is now a Latte, and indeed may be wet or dry. In Australia it would be a 'Flat White'! The key message is not to be intimidated by different jargon, and always ask the question 'what does it mean?'
Read about future GBPA events ...

We look forward to the participation of members and guests in the GBPA programme in 2008. As always, please contact Sue O'Connor to feedback any comments on this eNews, for more information or to register for an event. soconnor@gbpalliance.com

With best wishes from the GBPA team for a very Happy Christmas

holly
Global Business Partnership Alliance

email: soconnor@gbpalliance.com
phone: + 44 (0)207 194 8111
web: http://www.gbpalliance.com

 

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