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Sustainable Networking and Collaboration among MDIs

Sustainable Networking and Collaboration among MDIs. Mike Eldon Chairman The Dan Eldon Place Of Tomorrow. My private sector perspective. Kenya Institute of Management ‘Reaching up, reaching out’ Kenya Private Sector Alliance and PPPs Federations as Centres of Excellence

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Sustainable Networking and Collaboration among MDIs

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  1. Sustainable Networking and Collaboration among MDIs Mike Eldon Chairman The Dan Eldon Place Of Tomorrow

  2. My private sector perspective • Kenya Institute of Management • ‘Reaching up, reaching out’ • Kenya Private Sector Alliance and PPPs • Federations as Centres of Excellence • Public Sector Reform • Consultants for Kenya… and Africa • Global Business School Network • Management Education and Research Consortium • Multinationals, Rotary… • National, regional, international collaboration the norm

  3. Why should MDIs network and collaborate?

  4. Why should MDIs network and collaborate? • Under-resourced public service • So busy, every day! • Pressure for sustainability • Competition • Limited research capacity

  5. Why should MDIs network and collaborate? • Globalisation of knowledge • Need for local approach & content • Evolution of long term national visions • Higher service expectations by citizens • Assertive business, media, donors…

  6. So far for AMDIN, in terms of collaboration results, of impact… • What are the main achievements? • What worked well to enable them? • What are the main disappointments? • What obstacles prevented success?

  7. What do MDIs need to be good at to be good at collaborating and networking?

  8. What do MDIs need to be good at to be good at collaborating and networking? Using ICT collaborative tools Knowledge Management Managing virtual teams Facilitation Networking itself Focus on impact Performance management

  9. Actualising the Kenya Development Learning Institute • ??? • ??? • ??? • ???

  10. What else do MDIs need to be good at to be good at collaborating and networking? Common vision, values, goals Collaborative mindset Synergy Appreciating each others’ strengths & contributions Learning from each other Win-Win It’s the culture, stupid!

  11. What does this add up to? A prevailing culture: the way we do things round here (if you want to do well in this environment do these things well)

  12. Bottom line Make collaboration and networking performance part of a Balanced Score Card (individual, departmental, institutional, AMDIN) Recognising those who do this effectively, bringing significant personal & institutional growth Celebrate the positive deviants

  13. Stages of Maturity • Not started • Beginning • Developing • Performing • Improving Traffic lights and Dashboards

  14. Monitor the progress Step Stage 1 Issue/objectives/KPIs defined 2 Workgroup created 3 Discussion started 4 First wins 5 KPIs fulfilled 6 Next stage defined

  15. Monitor Capacity Building More maturity stages

  16. Roadmap to success – ICT Enabled • What is the goal? – an effective MDI • What is the framework? – what do we need to be good at? • Monitor against framework – how good are we at it? • Develop communities of practice • Gather solutions – positive proof points Implement, monitor, learn and share

  17. What is the framework?

  18. Monitor against framework • Traffic light based maturity model for each capability or success-enabler • Assessment provides a compass for improvement

  19. Communities of practice • Each institution (‘Place’) • Across institutions • Focused on capabilities and enablers • Identify challengesand share solutions • Mainstream solutions • Fast track progress

  20. Human-facilitated and ICT-enabled • Facilitate communities of practice • Use ICT to capture member profiles • Connect people to others • Use M&E to internally monitor, externally report and benchmark

  21. Building an Interest Matrix

  22. A small connected community with a healthy culture can transform & prosper ICT in Silicon Valley Education around Boston (MIT, Harvard) Online knowledge sharing can facilitate this synergy across AMDIN

  23. Developing local and international communities of practice

  24. The networking phenomenon

  25. The networking phenomenon You never know if/when it will pay dividends Or, as the Ghananian proverb says: The time to make friends is before you need them

  26. The networking phenomenon The more you do the disproportionately more powerful it is And as Robert Metcalf, the inventor of the Ethernet, stated: The utility of a network is the number of users squared

  27. Me and e-networking, e-collaboration • Courage Institute • Business Daily • Kenya ICT Action Network (KICTANET) • The Leadership Hub • Collaborative proposal writing, consultation • Rotary International

  28. My experience Now and then a point lights up You can’t predict which one Some burn very bright

  29. Benefits of Networking • Save time, money and effort by doing what already works • Find specific, relevant solutions without needing a 3 year degree • Achieve success together which may be impossible alone…

  30. Building careers through collaboration and networking • Collaborative research • How is it valued? • Lead author? Support? • Are you open, communicative, fair? • Organising workshops, meetings… • Reaching out • Making & sustaining connections • Presenting, chairing, hosting… • Resource mobilisation

  31. What are AMDIN’s collaboration and networking vision and values? Ones that must be lived if collaboration and networking are to really take off (NB Why no Values statement to support AMDIN’s Vision and Mission statements?)

  32. AMDIN’s collaboration and networking vision

  33. AMDIN’s collaboration and networking vision AMDIN members…

  34. AMDIN’s collaboration and networking values

  35. AMDIN’s collaboration and networking values Collaborative mindset Synergy Appreciating each others’ strengths & contributions Learning from each other Win-Win

  36. Action Planning Mike Eldon Chairman The Dan Eldon Place Of Tomorrow

  37. Who’s got to do what by when Objectives that are… • Specific • Measurable • Accountable • Realistic • Time-bound

  38. ‘M & E’… or performance management? Monitor, evaluate and go to sleep OR identify deviations, re-plan, re-dedicate Hold on to the vision! Live the values!

  39. Reviewing performance Who When How Consequence

  40. Beyond ‘ticks in boxes’ Inputs Outputs Outcomes Impact

  41. Merchants of Impact • Gates Foundation • Hand-washing with soap • Kenya Institute of Management • Company Of the Year Award From the ‘what’ to the ‘so what’

  42. Why most plans go unimplemented

  43. Why most plans go unimplemented • Too busy with ongoing operations • Residual time… tends to zero • Low priority • Optional extra… permission to fail • Weak incentives • Why bother? • No follow up • A fading memory

  44. Transformative M&E Setting measures of success that feed back into transforming the goals themselves

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