Master Class. Strategic Partnering. Building a 21st Century Competency

Transcription

1 Building a 21st Century Competency

2 The world of business is changing. No longer do organizations only work alone, but through collaboration, partnerships and alliances they are achieving innovation and creating new business models in a highly competitive, global marketplace. While there is still a place for business associations where the lowest price drives the relationship, the bottom line is you can t treat every business relationship the same. Our modern world is more about strategic partnerships and international business alliances and agreements that need leadership, vision, planning, engaged people and effective change management. Organisations must define what they want from each business relationship and apply the time, resources and processes that match the outcome required from each relationship. The 0 to 10 Relationship Management provides a framework, plus tools and components needed to manage the business relationships. The 0 to 10 Relationship Management workshop gives a: methodology and a set of practical programs, models and tools to significantly improve your business and organisational relationships from their current state to desired future state; common understanding, common language and common practice around high performance relationship management, both internal and external to the organization; simple, effective and universal way of explaining how business and organisational relationships work. The 0 to 10RM Matrix is the centerpiece of this approach to managing relationships. Each relationship is defined in one of ten types, spread across three broad groupings of Vendor, Supplier or Partner. The performance required from each relationship is defined on a scale of zero to superior. Managing relationships is a core competency of successful organizations and a source of competitive advantage, ensuring satisfied customers and stakeholders.

3 Not all relationships are the same. This practical model & tool helps organisations identify the right strategic approach to the right context. Organisations define the type of relationship they have and map the key organizational relationships (current state) and define where they should be (future state). It also defines the performance outcomes required to achieve the future state of each relationship.

4 The MasterClass Program Purpose To experience and apply 0 to 10 Relationship Management (0 to 10RM) models and tools as a means to build and sustain high performance business relationships. Objectives To introduce the 0 to 10 Relationship Manage ment principles, models and tools. To review practices, outcomes and benefits associated with high performance relationship management and 0 to 10RM. To gain an understanding of the current state and desired future state for selected relationships and to develop a rich picture/action plan to bridge the gap. To build competency as a 0 to 10RM practitioner and high performance Relationship Manager. To take away from the program, a clear roadmap plan for ongoing business relationship development and improvement. Outcomes On successful completion of this program you will: Develop a shared understanding, language and practice around high performance relationship management. Have a clear understanding of the financial and non-financial benefits and metrics associated with the effective application of 0 to 10 Relationship Management e.g. a financial success a customer / stakeholder satisfaction a sustainable competitive advantage a best practice implementation a innovation a attitude Understand the organisational culture, strategy, structure, process and people required to support high performance internal and external, customer/supplier, client/service provider and stakeholder relationships. Have gained knowledge, ideas and inspiration in how to apply 0 to 10 Relationship Management in current and future roles. Be able to practically apply 0 to 10RM models and tools to your most important relationship(s) in order to achieve the next levels of performance and relationship engagement, delivering demon strable and improved value for money and sustain able competitive advantage.

5 Day One Day 1 8:00-8: (Break ) (Break ) Agenda Item Registration Welcome & Introduction Module 1 0 to 10 Relationship Management Framework 0 to 10 Relationship Management 0 to 10RM Matrix 0 to 10 erad (Relationship Alignment Diagnostic) 0 to 10 Relationship Strategy Map Making relationship management a core competency Lunch Module 2 0 to 10RM Key Components 0 to 10RM Key Components Developing value propositions How to determine which relationship type/approach is appropriate Define trust Relationship Charters Performance measurement 0 to 10RM Characteristics Matrix alignment of culture, strategy, structure, process, people Relationship structures and interfaces Review of Day 1 and Close Objectives Welcome the participants Review background to the day Overview the process and desired outcomes Review participants objectives for the program Define relationships and review why high performance relationship management is critical to the delivery of an organisation s business strategy Introduce the 0 to 10RM principles, models and tools via the 0 to 10RM Storyboard and practical application to relationship management Understand the application of 0 to 10RM to customer, supplier and stakeholder relationships (internally and externally) Explore in detail the 0 to 10RM Matrix and application from first principles Introduce the 0 to 10 Relationship Alignment Diagnostic (erad) Relationship Health Check and the 0 to 10RM Strategy Map Enable the workshop participants to interpret the 0 to 10RM Matrix from their own knowledge, skills sets, and experience Understand the benefits to be gained from applying 0 to 10RM Understand the 0 to 10RM Key Components i.e. a Value Propositions & Leadership arelationship contracts/agreements arelationship Charters as moral agreements arelationship Performance KPI Scorecards aperformance-based Remuneration astrategy/action/business Plans arelationship Governance Review strategic value vs commercial value, and willingness vs capability model - How to determine the right relationship type to engage Develop Value Propositions associated with high performance relationship management Align performance, measurement (metrics), remuneration and attitude Developing and sustaining trust Managing the interfaces and multi level structures

6 Day Two Day Agenda Item Module 3 People and the Lets Go Change Model The Bus of Change Lets Go Change Model Culture survey Culture and people alignment Relationship Manager roles and responsibilities Objectives See 0 to 10RM as a mission critical change process Review the Bus of Change model Engaging the Lets Go change model with selected high impact relationships Understand the role of trust, commitment, leadership and loyalty in managing relationships Culture and its role in managing high performance relationships Completing 0 to 10RM culture survey Review of Relationship Manager roles and responsibilities (Break ) (Break ) Lunch Module 4 Journey Management: HOW do I build a relationship improvement roadmap? Paradigms prevailing and new Relationship Development Curve RAD Review The value question 12/12/6 Roadmap 12/12/6 Action Plan Review of Day 2 and Close Understand the nature of paradigms and paradigm shifts and the application to high performance relationship management Review the 0 to 10RM Development Curve model Ask the Value Question and apply it to selected relationships Explore the importance of innovation and continuous improvement in high performance relationship management. Review RAD results - Current State and Desired Future State for selected relationships Build a Relationship Roadmap using the 0 to 10RM 12/12/6 Roadmap technique i.e. athe 12 motivators driving the athe 12 steps to deliver athe 6 outcomes (financial and non financial) Develop 12/12/6 roadmap mudmap Develop a go forward strategy/action plan for selected relationship(s) to bridge the gap between the Current State(s) and the Desired Future State(s) Explore the relevance and application of the 12 step process for relationship improvement

7 Day Three Day (Break ) Agenda Item Module 5 Making the Framework Fly Scenario Planning Role Playing Storytelling Q & A Relationship Manager Competency review Building a Journey Management Plan for selected relationships Lunch Module 5 (Continued) Objectives Discuss real world scenarios to manage/lead Develop and role play potential outcomes Use the 0 to 10RM Storyboard to practice and hone storytelling skills Conduct a general Q&A session to identify gaps in understanding and knowledge Review Relationship Manager competency survey and identify strengths and opportunities for improvement Build a Journey Management Plan for targeted / selected relationship(s). Present Journey Management Plan to peers and senior managers Review of the value gained from the three days a personal perspective a 0 to 10RM moving forward a action plan (Break ) Review of the Program and Close

8 About Tony Lendrum, MasterClass Facilitator Tony Lendrum is a recognized authority in the field of strategic relationships and partnering. Since 1994, Tony has worked in management consulting, specifically with organizations wanting to achieve benefits from strategic partnering and alliance relationships, plus high performance relationship management. This work included seminars, consulting, workshops and organizational facilitation of strategic partnering initiatives. In 2006 Tony further refined his intellectual property to create 0 to 10RM, providing a framework and powerful set of organisational business tools and models around high performance relationship management. Identifying strategies and value propositions to engage the right people on the right journey for relationship management and improvement creates the foundation for the 0 to 10RM model. As a consequence, he is the author of The Handbook and more recently, The Pocketbook. These publications provide a clear and detailed knowledge base for relationship development and improvement implementation. Tony has over 25 years of international experience in a wide range of technical, business development, sales, marketing, manufacturing, training and facilitation roles, most of which has centred on partnerships and relationships.

9 Organisations Tony Lendrum has worked with: US Air Force Department of Defence Broadcast Australia & SBS Honeywell Alcoa Mobil Oil Worsley Alumina Cisco Systems Castrol BP Oil Crop Care Australia Siemens TAFE NSW CLP Power (HK) Queensland Alumina (QAL) Wangaratta District Hospital Queensland Nickel Huntsman Corp. Agriquality NZ Energy Australia BHP Steel Suncor Energy Australian Tax Office Gen-i (NZ) ICI OTC/Blue Star Group (NZ) Worley Parsons Hoechst City of Melbourne Serco Spotless P&O Baxter Healthcare Aust. Institute Man. (AIM) Caltex NRG Gladstone Op. Services Clyde Babcock Hitachi Alstom Australia Post CS Energy CLEAR Communications Mackay Sugar Masterfoods Meridian Energy (NZ) Macquarie Generation Australian Broadcasting Corporation Defence Maritime Services Mars Corporation Suncor Energy (Canada) Transfield Worley Wilson Transformers Fletcher Challenge Energy Australia Cyprus Coal Unisys Sydney Water Corp. Western Mining Corp DSTA - Singapore BHP Mitsubishi Alliance Hatch Shell Woodside Energy Ltd Telecom NZ Fonterra VIC. Hospital Association Transfield Services Flint Transfield Warman International Zurich Australia Westpac Banking Corp. Curtin University Wellington