COLLABORATION BOOTCAMP

1. COLLABORATION BOOTCAMP ARMS WA Chapter 25 March 2009 “Collaboration is the new competition!” WEBSITE LINK: www.strategic-partnership.org Dr Lewis Atkinson lewisatkinson@optusnet.com.au +61419240979

2. Icebreaker – The Shape Test

3. Square • Rational • Logical • Like to think for themselves using facts • Generally not comfortable revealing personal details Philosophy: “Fix it before it breaks” or “be prepared before it breaks”

4. Free Form Shape • Explorers • Experimenters • Often work on many projects simultaneously • Unconventional Philosophy: “Try it, it may work” or “If it ain’t broke, break it anyway to see if you can do it better”

5. Circle • Enjoy being with people • Very open to sharing personal details • Sincere listeners • Love activities that involve everyone and involve getting to know each other Philosophy: “Keep doing what we are doing. If something goes wrong we’ll fix it together”

6. Triangle • Highly organised • Focused • Plan everything they do • Resist change more than anyone else. Philosophy: “If it ain’t broke why are we fixing it”

7. COLLABORATION BOOTCAMP Opening Address “So why is collaboration the new competition?”

8. COLLABORATION BOOTCAMP Worksop Session One: Introduction to Collaboration

9. Australian research going globalby Mark Matthews FEAST In regard to strategy and policy, we recommend that international engagement should be treated as part of the ‘core business’ of doing research – not as an optional extra requiring targeted funding. From our perspective, the rules and regulations surrounding research funding that restrict scope for international collaboration are a key impediment preventing researchers from building these relationships.

10. FEAST on Collaboration in 2008INTERNATIONAL COLLABORATION IS DRIVING AUSTRALIAN PUBLICATION OUTPUT INCREASES Insular: increase of approx. 200 publications per year Engaged Insular total Engaged: increaseof approx. 600 publications per year Source: Thomson ISI

11. EMERGING BEST PRACTICE IN ACADEMIA ex EU FP • “Self-reliance” as a goal (lower risk) - try to avoid seeking dedicated funding for international collaboration • International collaboration should be part of the core business of research (and funders need to recognise this) • Be clear about collaboration value propositions (what is offered - what may be gained) • Exploit the capability that you currently have (not that you would like to have) • Bilateral cooperation is lower risk - and can lead to easier entry into multilateral consortia

12. CBA Checklist for Collaboration

13. Collaboration is a “buzz word”

14. Do due diligence before collaborating “ those who describe themselves as being very good at collaboration…tend to do more due diligence to verify whether potential partners are trustworthy, and have higher standards of trust than those who perceive themselves to be less capable at collaborating. ” The Economist Intelligence Unit 2008

15. Collaboration is not an end in itself • It is important in certain circumstances • It is essential for tackling complex problems • It is not a universal solution in all situations • It is not for everyone

16. Why collaborate? • Increased efficiency & critical mass • Ability to tackle complex problems • Improved quality of research & adoption

17. Australian Experience

19. Reflecting on Collaboration GLAD? • Share THE BEST resources to achieve common goals • Tackle complex problems (integrating multiple disciplines) • Ability to share the risk • Ability to access new networks & skill sets • Able to achieve greater outcomes with less inputs

20. Reflecting on Collaboration BAD? • Managing the differences (back room systems) • Reduced flexibility • High transaction costs • Diversity in strategy & impact targets • Greater investment in planning and start-up • Dilution of ownership and profile re: outcome • Only as good as the ‘weakest link’ in the team

21. Reflecting on Collaboration SAD? • Need access to scale & resources to solve real problems

22. Collaboration is the new competition!!!Prof. Rosabeth Moss Kanter – Harvard Business School • SEVEN PATTERNS ARE NOW CONVERGING • Personalisation • Instant satisfaction • Interactivity • Mostly for free • Easily shared • Co-creative • Global Community

23. Collaboration Case Study: NIKE + iPOD Personalisation

24. Collaboration Case Study: NIKE + iPOD Interactivity

25. Collaboration Case Study: NIKE + iPOD Instant satisfaction

26. Collaboration Case Study: NIKE + iPOD Mostly for free

27. Collaboration Case Study: NIKE + iPOD Easily shared

28. Collaboration Case Study: NIKE + iPOD Co-creative

29. Collaboration Case Study: NIKE + iPOD Global Community

30. Collaboration is the new competition!!!Prof. Rosabeth Moss Kanter – Harvard Business School • SEVEN PATTERNS ARE NOW CONVERGING • Personalisation • Instant satisfaction • Interactivity • Mostly for free • Easily shared • Co-creative • Global Community

31. Strategic Objectives – NIKE & APPLE • Attract exceptional attention by synergizing both brand values into a fusion brand. • Respond to a well-defined audience's desire for experiential lifestyle support, when and where they choose. • Develop long-term goodwill and consumer loyalty by continuously cultivating the brand-lifestyle relationship with core enthusiast communities. • Expand the level of consumer interactivity with the brand via the Internet

32. Collaborative Learning to Generate Corporate Knowledge • Sharing, reflecting, and learning from the case study. • Who am I? What are three things that I remember from my reading of the case study? • Elect a CEO – Mark Parker & Steve Jobs

33. COLLABORATION BOOTCAMP Introducing the collaboration checklist

34. Collaboration checklist – basis of the diagnostic tool ‘The Getting of Knowledge – a guide to funding and managing applied research’ www.lwa.gov.au

35. ‘The Getting of Knowledge – a guide to funding and managing applied research’ www.lwa.gov.au

36. Applying the checklist as a group thinking tool • Take the perspective of your company (Apple and either Nike or Motorola)and apply the checklist questions during your consideration of the collaboration opportunity. • NOTE: You will be allocated to one of four teams within your company grouping. Each of these teams will then be allocated three questions from the checklist. All teams are required to report back to the workshop by making a call on each question – yes or no (with a rationale) – on behalf of their company. SO PAY ATTENTION TO DISCUSSION OF YOUR ALLOCATED QUESTIONS DURING THIS SESSION.

37. Problem definition: Does the issue suit collaboration?

38. The Opposable Mind • What is it about? • What are the key points? • Why is this sort of thinking relevant when “defining the problem”? • What is the key lesson from this book?

39. Complexity does it require multi-disciplinary, cross-scale or high-risk research; involving various stakeholders (e.g. community)?

40. Significance does the size and duration of the research warrant collaborative infrastructure?

41. Broad Interest does the research have broad (generic) application; is it of interest (and potential advantage) to more than a single entity?

42. Applying the checklist as a thinking tool Take the perspective of your company (Apple and either Nike or Motorola) and apply the checklist questions during your consideration of the collaboration opportunity.

43. Partnership profile:Which other suitable, trusted partners may be interested?

44. The new philanthropists • What is it about? • What are the key points? • Why is this sort of thinking relevant when developing the “Partnership profile”? • What is the key lesson from this book?

45. Objectives are they clear, understood, valued and compatible expectations and desired outcomes between potential research partners?

46. Resources are there adequate, and complementary (non-competitive) resources

47. Leadership does each partner have an effective internal champion; and is there a suitable, agreed program leader?

48. Cultures & Processes are the differing cultures and processes of each partner understood and accepted?

49. Applying the checklist as a thinking tool Take the perspective of your company (Apple and either Nike or Motorola) and apply the checklist questions during your consideration of the collaboration opportunity.

50. Management agreement:will management be fair and effective?