Transcript dpmi-21
DEVELOPMENT PROJECT MANAGEMENT INSTITUTE Seminar Notes for Strategy Development and Effective Partnering Module Tool Suite Social Network Analysis Core competency mapping Strategy canvas Crowdsourcing Group Assignment Develop an original alliance strategy that accelerates the anti-poverty agenda of the Millennium Development Goals while supporting your own organization’s objectives. Monday Morning Objectives and Introductions Key principles of effective partnering Introduction to social network analysis (SNA) Afternoon Coolhunting with Innovation Scouts Building a DPMI Collaborative Innovation Network The DPMI Challenge Night Reading: How Breakthroughs Happen Tuesday Morning Data Mining with ONA Defining and mapping the “core” Job hunting brown bag lunch Afternoon Building from the core How Breakthroughs Happen Wednesday Afternoon I The Strategy Canvas Group Development Challenge work: Refining your value proposition Afternoon II Group simulation: The Alliance Marketplace Partnership Hunting and Debrief Thursday Morning Refining Development Philosophy Coolhunting Alliance Group work Lets go Live! Posting to the Innovation Marketplace Afternoon Group work Friday Morning Review/big ideas Strategic alliance clinic: high performance group tune-ups Afternoon Group Presentations Top Trader and COIN awards Wrap-up and Evaluation Why Partnership? The alliance imperative drives 10,000-20,000 partnerships in development each year Why Partnership? Expand your capability Extend your reach Lower your costs Provide more effective services or products Gain access to additional resources Improve your credibility Building Blocks of a Partnership Actors in terms of their affinity Transactions, specifically the type of need in relation to demand on the actor’s asset base: light and frequent needs, or heavy and of longer duration. The motivations in terms of obligation or free choice and the degree of imperative to act. the level of personal trust, reputation and status between all parties Rules that combine and regulate how these factors interact. Introduction to ONA ONA Network Analysis is a mathematical and visual analysis of relationships / flows / influence between people, groups, organizations, computers or other information/knowledge processing entities – Valdis Krebs A targeted approach to improving collaboration and network connectivity where they yield greatest payoff for an organization – Rob Cross & Andrew Parker Nodes and Links Organizational network analysis views relationships in terms of nodes and links. Mapping: Next Practice Who are key connectors/resources? Who/which groups might be isolated and/or underutilized? Where might information/resource bottlenecks occur? How can we improve collaboration? Mapping: Next Practice • How do different organizations interact with one another? • Where are key information sources and resource hubs? • Which organizations might make good partners? Mapping: Next Practice Centrality = 80% What do we notice about these maps? Any set of relationships is a network Person-person Group-group Cross-enterprise Cross-business Information artifacts A network is a collection of nodes linked by a type of relationship Real World Networks Networks Local NGO Local FBO Government Umbrella Group International Org Business Other Key Network Metrics Degrees Betweeness Centrality Reach Degrees Out An index score (0 – 1) that describes the connectivity of a node in terms of self-reported linkages The higher the degrees out score, the larger the number of linkages and the more actively the node is networking Useful for: Identifying the most active connectors Degrees In An index score (0 – 1) that describes the connectivity of a node in terms linkages reported by others The higher the degrees-in score, the larger the number nodes that are approaching an organization for resources or information Useful for: Identifying key players in a network Understanding which nodes represent mavens – key resource and information hubs Betweeness An index score (0 – 1) that describes the extent to which a node lies along the shortest paths between other nodes Indicates how well positioned people are to move knowledge around the network, to broker information, or serve as gatekeepers Useful for: Identifying key brokers that hold a network together and play a key role in integrating peripheral nodes Centrality An index score (0 – 1) that describes the extent to which a network is dependent for its sustainability upon a few key nodes A centrality score of close to or above 0.3 indicates a network that relies too much upon key nodes Useful for: Monitoring network validity/sustainability Sparking discussions around network strengthening Reach How many nodes can be reached in 2 steps? Nodes with highest reach act as bridges between structural holes in the network Reach The proportion of the network that can be reached by an individual node in a maximum of two steps The greater the reach out of an individual node, the stronger its participation in the network Useful for: Determining the level of integration in a network Monitoring the development of a network over time Network Weaving Cyprus Local NGO network prior to a network weaving intervention Network Weaving Network mapping assists with identification of additional resources Network Weaving Post-Intervention, strong interaction persists between participants, funders and expert service providers Network Weaving Planned interventions foster collaboration and partnerships, linking organizations together Partnership Competencies: Balancing Business and Relationship BUSINESS SKILLS Mapping Diagnostics Managing change Strategic thinking Visioning Negotiating RELATIONSHIP SKILLS Intuition (“social radar”) Creating intimacy (dating) Communication Commitment Growing together Trust building Collaborating in teams The Predictable Journey Anticipation Engagement Valuation Coordination Investment Stabilization Clarifying Strategy Determination of scope Valuing assets Creating structures Making hard choices Stabilization Reasons for Failure Overly optimistic Poor communications Lack of shared benefits Slow results or payback Lack of financial commitment Misunderstood operating principles Cultural mismatch Lack of alliance experience Source: 455 CEOs Roadmap for success Know alliance stages, issues and requisite skills Keep senior management's attention in sync with the stage of development Keep frequent contact with your partner Create opportunities for frequent professional and social interaction Be as vigilant of your partner’s interests as you are your own organization’s Build it day-by-day Choose managers with partnership competencies Strategic Alliance Simulation The DPMI Development Challenge: How it Works STEP One STEP Two Choose an organization and form groups of 2-4 Start Data Mining Mission and Vision analysis Map core competencies and promising “adjacencies” Prepare Strategy Canvas STEP Three Prepare for the Alliance Marketplace Form alliances Strategic Alliance Simulation STEP Four STEP Five Create a “remarkable” collaboration strategy Post your idea to the DPMI Collaborative Innovation Network STEP Six Prepare for your final group PowerPoint presentation Choosing an Organization Freedom From Hunger Ashoka Save The Children AED EDC World Learning Conservation Intl. Oxfam IRC CARE Lutheran World Relief White Ribbon Alliance Impact Alliance WWF Mercy Corps World Vision TNC Habitat for Humanity CHF Pact Technoserve CRS Core Competencies for Development NGOs? Core competencies are the skills and capabilities that enable an organization to create a unique and sustainable set of benefits (value-creating activities) for its project participants. Core competencies come from the sum of an organization’s accumulated intellectual capital, technologies, experience, skills, and management processes. Mapping the Core What are the boundaries of the business in which I participate? What products, communities, channels, and geographies do these boundaries encompass? What are the core skills and assets needed to compete effectively within this arena? Growing from the Core What is my core business as defined by my project participants, technologies, programs, products and services? What is the key differentiating factor that makes me unique to my project participants and core constituencies? What are the adjacent areas around my core, and are the definitions of development and “leading edge practice” likely to shift over time changing the landscape in which we work? Choosing Adjacencies Mission-fit Immediate adjacency Differentiation Value-adding activity Greater impact Partnership attractiveness Group work Identify core competencies Add two circles representing “Adjacent” Competencies radiating out from your core Prepare a complete competency map on a flip chart or in CMAP for the Alliance Market Place