1. EuroVIP Collaborating for Success 22 nd May 2014 Richard Trumper © BAE SYSTEMS 2014. All rights reserved.

2. Collaboration? Many people think that anytime they're working together, they're collaborating, they also assume that everyone has a similar notion of what collaboration means © BAE Systems 2014 All rights reserved2 Collaboration CooperationCoordinationPartnering lower intensity higher intensity Shorter-term, informal relationships Longer-term effort around a project or task More durable and pervasive relationships Shared information only Some planning and division of roles New structure with commitment to common goals Separate goals, resources, and structures Some shared resources, rewards, and risks All partners contribute resources and share rewards and leadership (From Collaboration Handbook, by Michael Winer and Karen Ray)

3. Collaborating Collaboration is a mutually beneficial and well-defined relationship entered into by two or more organisations to achieve common goals It is a powerful way to accomplish what no single organisation can True collaboration requires a commitment to shared goals, a jointly developed structure and shared responsibility, mutual authority and accountability for success, and sharing of resources, risks, and rewards Beware: collaboration is a more complex way of working © BAE Systems 2014 All rights reserved3

4. Motivation to Collaborate Access bigger opportunity Avoid/reduce competition Share risk Grow skills Grow relationships Access a reasonable work share Funding route to develop relevant technologies, products & services 4© BAE Systems 2014 All rights reserved

5. Purpose However you decide to work together, it's important that everyone understands and agrees to the purpose of the collaboration, the degree of commitment required, and the expectations of partners involved © BAE Systems 2014 All rights reserved5

6. What does Success look like? http://www.fosterandpartners.com/projects/millau-viaduct/gallery/ 6© BAE Systems 2014 All rights reserved

7. Involve the Right People When choosing partners consider the following: Do you share the same goals? Do they have the required capabilities and resources? Do they have credibility in the community? Do you have a trusting relationship? As a rule, work with as few people as necessary to get the job done © BAE Systems 2014 All rights reserved7

8. Belbin's Team Roles also apply! Action Oriented Roles ShaperChallenges the team to improve ImplementerPuts ideas into action Completer FinisherEnsures thorough, timely completion People Oriented Roles CoordinatorActs as a chairperson Team WorkerEncourages cooperation Resource InvestigatorExplores outside opportunities Thought Oriented Roles PlantPresents new ideas and approaches Monitor-EvaluatorAnalyses the options SpecialistProvides specialised skills 8© BAE Systems 2014 All rights reserved

9. Get It in Writing The most common reason for a collaboration to fail is disagreements and uncertainty about operating norms It's essential to create a collaboration agreement that lays out the rules that govern the collaboration, this should include: Mission and purpose; Values and assumptions; vision, timelines and milestones; Members and membership policies; Roles and contributions, policies (competition, conflicts of interest, financial relationships); Norms (participation, decision-making, communication, conflict, meetings). It's especially important to decide what the agreements are for leadership and decision-making © BAE Systems 2014 All rights reserved9

10. Partnering Components 10 Partner A Partner E Partner C Partner D Partner B Lead Organisation Customer Requirement Collaboration Agreement IP Roles & Responsibilities Work Share Technical Aim/Vision Plan Deliverables Risks Commercial Finances Payment Plan AED Change Management Contract Customer © BAE Systems 2014 All rights reserved

11. Programme Delivery? 11 Partner A Lead Organisation Partner E Partner D Partner C Partner B Customer © BAE Systems 2014 All rights reserved

12. Collaboration – How hard can it be? http://www.fosterandpartners.com/projects/millau-viaduct/gallery/ 12© BAE Systems 2014 All rights reserved

13. Managing Change 13 Partner A Lead Organisation Partner E Partner D Partner C Partner B Customer © BAE Systems 2014 All rights reserved

14. © BAE Systems14 Summary Collaboration like exploitation is a contact sport Trust takes time to build Communication is key Tested when things go wrong Helps when the relationships are already known/established Success is measured by outputs delivered and their value to the parties Acid test ultimately is would you do another one with the same partners!

15. QUESTIONS? Questions? 15 http://www.fosterandpartners.com/projects/millau-viaduct/gallery/ Millau Viaduct, France, 1993 - 2004 © BAE Systems 2014 All rights reserved

16. Factors Influencing a Successful Collaboration (From Collaboration: What Makes It Work, by Paul Mattessich, PhD, Marta Murray-Close, BA, & Barbara Monsey, MPH.) PurposeMembershipProcessesResourcesCommunicationEnvironment Concrete, attainable goals and objectives Mutual respect, understanding, and trust Members share a stake in both process and outcome Sufficient funds, staff, materials, and time Open and frequent communication History of collaboration or cooperation Shared vision Appropriate cross section of members Multiple layers of participation Skilled leadership Established informal relationships and communication links Collaborative group seen as a legitimate leader Unique purpose Members see collaboration as in their self-interest Flexibility Favourable political and social climate Development of clear roles and policy guidelines Adaptability Appropriate pace of development © BAE Systems 2014 All rights reserved16