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 of this nature on the market.
Autorentext
Dr Andrew S Humphries MBA, PhD is CEO of SCCI Ltd, a company that specializes in performance improvement within complex, commercial and government relationships. Over the last 15 years, He has worked with a wide variety of organizations in Europe, Asia and Australia using PartnerLink, a scientific process that clearly identifies partnering performance drivers and opportunities for improvement. As a result, he has enabled many to achieve significantly enhanced collaborative effectiveness and bottom-line benefits. He retired from the UK RAF in 2004 as Head of Policy for Defence Aviation Logistics. He has over 35 years of experience as a practical military logistics manager and director. Andrew gained his Ph.D. from Cranfield School of Management, the UK in 2003 and has published widely. His books Strategic Alliances and Marketing Partnerships (Kogan Page 2009), Collaborative Change (2010) and Enterprise Relationship Management (Gower 2015) demonstrate the importance of applying a management discipline to ensure the success of collaborative relationships, alliances, and partnerships.
Linda McComie, MBA is the Director and co-founder with Andrew Humphries of SCCI Ltd. Over the last 16 years, she has piloted and co-developed the SCCI toolset with Andrew. She has been actively promoting the use and continuous development of collaborative working with both managers and business schools. Her work with SMEs has been particularly successful, where client organizations grew by 33% year on year over a three-year monitored period. She is a former Senior Manager in the UK Finance, Manufacturing, and Employment sectors and has worked extensively with blue-chip companies to improve the performance of their alliances and collaborative partnerships. Linda gained her MBA from the Open University Business School in 1994. She is the co-author of the SCCI Simple Guide to Collaboration series of books.
Klappentext
More and more 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 then this 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 of what they need to do. This is not helped by business schools that focus on either customer or supplier relationship management (CRM/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 of this nature on the market.
The authors identify relationship management as a pivotal management function. They present a comprehensive, flexible, end-to-end management process that can be easily incorporated into 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.
The book covers the decision 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, the authors provide diagrams to signpost the sequence of activities, checklists of important actions, and job-related worksheets. In addition, there are numerous case studies in a variety of industries and public sectors that will be used as illustrations. Altogether these will make it ideally suitable for use by experienced managers and, for training and induction purposes.
Essentially, this book 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.
Inhalt
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 WORK SHEET
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 WORK SHEET
CHAPTER 3 THE RELATIONSHIP MANAGER - CLEARS TALL BUILDINGS IN ONE BOUND!
WHO IS THE RM?
WHAT IS THEIR ROLE AND RESPONSIBILITIES?
CHECKLIST OF RM-RELATED ACTIVITIES AND RESPONSIBILITIES
SKILLS AND ATTRIBUTES - COMMUNICATE, COLLABORATE, LEAD AND SERVE
PERSON SPECIFICATION
JOB SPECIFICATION
CHAPTER 3 WORK SHEET
CHAPTER 4 THE ENTERPRISE RELATIONSHIP MANAGEMENT PLAN (ERMP) - THE 'DASHBOARD'
WHAT IS THE ERMP?
THE COLLABORATIVE MANAGEMENT CYCLE
STEPPING THROUGH THE ERMP
1. ORGANIZATIONAL ARRANGEMENTS
CHECKLIST FOR ORGANIZATIONAL ARRANGEMENTS
2. BUSINESS CASE
CHECKLIST FOR BUSINESS CASE
3. RELATIONSHIP ASSET REGISTER
CHECKLIST FOR RELATIONSHIP ASSET REGISTER
4. RISK ASSESSMENT
CHECKLIST FOR RISK ASSESSMENT
5. COMMERCIAL AGREEMENT
CHECKLIST FOR COMMERCIAL AGREEMENT
6. MANAGING PERFORMANCE
CHECKLIST FOR STRATEGIC MANAGEMENT MEETINGS
CHECKLIST FOR OPERATIONAL MANAGEMENT MEETINGS
CHECKLIST FOR OPERATIONAL REVIEW MEETINGS
7. CONTINUOUS IMPROVEMENT AND INNOVATION
CHECKLIST FOR CONTINUOUS IMPROVEMENT AND INNOVATION
8. KNOWLEDGE MANAGEMENT
CHECKLIST FOR KNOWLEDGE MANAGEMENT
9. COMMUNICATIONS
CHECKLIST FOR COMMUNICATIONS
10. PERSONNEL AND TEAM DEVELOPMENT
CHECKLIST FOR PERSONNEL AND TEAM DEVELOPMENT
11. EXIT ARRANGEMENTS
CHECKLIST FOR EXIT
CHAPTER 4 WORK SHEET
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 F…