Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colín Knapp Director for International Collaborations & Development (Business) Collaborations and Partnerships

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 2 Introduction  How to select the right partner  Issues related to developing partnerships  Sharing some aspects based on experience in developing overseas partnerships  Best/Good practises, policies, procedures  The rationale for international collaborations

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 3 General Types of International Partnerships  Taught Programmes (all levels)*  Research Projects  PhD programmes  General Areas of Cooperation

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 4 Principles To be truly effective, and to be managed effectively, collaborative engagements need to: (a)operate only with partners who share the mission and vision of the ‘home’ institution and who are deemed sound in terms of their management and/or governance, academic credibility and quality structures;

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 5 Principles (b)operate only within disciplines in which the ‘home’ institution has sufficient expertise and credibility to be able to judge the standard of an award and the quality of student learning opportunities; (c)demonstrate an awareness of the risk inherent in the collaboration and manage that risk effectively;

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 6 Principles (d) operate within a context which facilitates networking with other institutions (at any level of the organisation) but which co-ordinates activity centrally in order both to manage risk and to maximise the efficiency of processes.

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 7 Stages  Developments Issues  Approval Procedures  ‘Start Up’ Period  Managing Collaborative Provision  Monitoring & Review  Termination

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 8 Developmental Issues  Congruency with proposed partner  Proposed partnership conforms to institution’s ‘corporate strategy’  International experience of the potential partner institution  Due Diligence  Risk Analysis  Good personal relations

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 9 Risk Assessment (Example) The proposed partner must have all of: low risk national politics support for LSBU mission and vision stable financial record and governance academic credibility, accountability and QME structures andthe proposal must be based on at least 2 of: low risk collaboration type existing experience at LSBU or resources to buy in expertise to LSBU financial break- even generation of a profit for LSBU under FEC guidelines andmust feature at least 1 of: partner institution within M25 partner institution outside M25 but programme holds niche market partner’s HEFCE numbers (for collaborations) the ability to attract students to LSBU programmes andthere must be at least 1 of: academic benefit to LSBU demand for programme from students demand for programme from employers cultural benefit to LSBU

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 10 Models for Collaboration  progression accords/admissions agreements  articulation agreements  validations  full franchise; part-franchise; distributed delivery  dual award  joint award

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 11 Approval procedures for initiating and agreeing a proposal for a new collaboration  Developmental Issues completed (see previous slide)  Financial aspects of a collaborative provision  Memorandum of Understanding  Internal approval system  Memorandum of Cooperation

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 12 Start Up Period  Promotion and ‘Marketing’  Staff Development for both partners  Staff visits to both partners institutions

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 13 Managing a Collaborative provision  Comprehensive ‘Handbook’ & Documents  Link Staff  Communication with partner/students  Assessment/Quality Management and Enhancement/Monitoring

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 14 Monitoring and Review  Written reports  Audits  Visits on a periodic basis (eg. 3 years)

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 15 Termination of a Collaboration  Termination of a collaborative agreement by both partners.  Non-viability of the programme(s) in terms of enrolment, retention, cost  Issues identified through the internal monitoring and review processes or by external accrediting bodies  Changes in the potential level of risk in relation to the Hierarchy of requirements  Changes in corporate strategy and mission

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 16 Important Factors for Success  Commitment from Senior Management  Suitable staff to managing the programmes  Good communications  Good Personal relations  Trust  Compatible goals and objectives

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 17 Potential Problems  Cross Cultural Issues  Semantic misunderstanding  Poor personal relations & communications  Commitment from one or a few members of staff, potential problem if they cannot continue  Lack of planning and preparation  Lack of / or poor monitoring  Lack of trust

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 18 Final Points  Should be a two way relationship, if not in first instance than should be a medium or long term objective.  It is desirable to start with one collaboration and then if successful attempt another collaboration – advantages of economy of scale and personal / institution familiarity can come into play.  The are many advantages to international partnerships but with open minds we can learn from each other and a good partnership if managed correctly can and should add value to both institutions.

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 19 Final Comment  Beware of the danger of wishful thinking and aspirations. Partnerships can be rewarding in many ways and can / should add value to both partners BUT PAINFUL AND HARMFUL TO REPUTATIONS if they go wrong through lack of preparation, approval mechanism and monitoring.

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 20 Final Points Thank You For Listening !