Implementing and Managing Collaborative Relationships

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.

• CHAPTER 1 IMPLEMENTING AND MANAGING COLLABORATIVE RELATIONSHIPS – AN INTRODUCTION CHAPTER 2 ENTERPRISE RELATIONSHIP MANAGEMENT (ERM) – A TARGET OPERATING MODEL FOR COLLABORATION CHAPTER 3 THE RELATIONSHIP MANAGER – CLEARS TALL BUILDINGS IN ONE BOUND! CHAPTER 4 THE ENTERPRISE RELATIONSHIP MANAGEMENT PLAN (ERMP) – THE ‘DASHBOARD’ CHAPTER 5 THE DECISION PHASE – TO COLLABORATE OR NOT TO COLLABORATE? THAT IS THE QUESTION CHAPTER 6 TRANSITION TO DAY TO DAY OPERATIONS – FROM EXPLORATION TO OPERATIONS CHAPTER 7 THE OPERATIONS PHASE – BUSINESS AS USUAL CHAPTER 8 PERFORMANCE MEASUREMENT – IF YOU DON’T MEASURE IT YOU CAN’T MANAGE IT CHAPTER 9 PERFORMANCE MANAGEMENT – IF YOU’VE MEASURED IT YOU CAN NOW MANAGE IT CHAPTER 10 MANAGING EXIT – ALL’S WELL THAT ENDS WELL CHAPTER 11 REVIEW

It is well recognised that a collaborative relationship will outperform an arm’s length adversarial one. Unfortunately, there are also many examples of failed collaborative relationships that failed to deliver on their promise. The authors of this book quite rightly identify that collaborating with organisational partners takes more than good intentions. It takes a well-planned and communicated approach that is ideally jointly developed between the parties. In this book, you will find a step-by-step guide with worksheets and tools that you and your intended partner can use to develop a joint plan, an execution strategy, and an ongoing relationship management process to keep you on track. It also recognises that the best time to work on your exit plan from the relationship is at its beginning when the relationship is at its strongest. I would recommend this book to anyone who is either engaged in developing or already involved in collaborative relationships as a tool to deliver on the promise that your relationship can deliver.-- Andrew Downard, Ph.D., CEO, Ci-Advisory, AustraliaImplementing & Managing Collaborative Relationships is an invaluable resource for anybody interested in managing business relationships. Humphries and McComie present an authoritative account of how collaborative relationships work and why they don’t work. The practical tools, such as worksheets and checklists, provide a hands-on structure to ensure successful relationship management.-- Dr. Carlos Mena, Nike Professor of Supply Chain Management, Portland State University, USAThe concept that collaboration delivers better results is not new, but focus on short-term wins frequently stands in the way. The global pandemic has provided a wake-up call, an appreciation that ‘we are in this together’. With more than 60% of commercial executives now pushing for collaborative relationships, this practical ‘how-to’ guide could not be more timely.-- Tim Cummins, President, World Commerce and Contracting; Professor, International Commercial and Contract Management, University of Leeds School of LawThe successive shocks of the pandemic, microchip supply and now emerging inflationary pressures have challenged supply chains more than at any time in the last 20 years. Resilience has now become a key distinguishing factor between organizations, and those that have built the strongest collaborative relationships and networks are best placed to maximize profitability in 2022 and beyond. -- Mike Reilly MBE, CEO - ETher NDE Ltd., Baugh & Weedon Ltd., Alban NDE LLC