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Copyright 2008 Rigsbee Research www.Rigsbee.com Partnering, Alliances, Relationships, and Connections By Ed Rigsbee, CSP 1746 Calle Yucca, Suite 200 Thousand.

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Presentation on theme: "Copyright 2008 Rigsbee Research www.Rigsbee.com Partnering, Alliances, Relationships, and Connections By Ed Rigsbee, CSP 1746 Calle Yucca, Suite 200 Thousand."— Presentation transcript:

1 Copyright 2008 Rigsbee Research www.Rigsbee.com Partnering, Alliances, Relationships, and Connections By Ed Rigsbee, CSP 1746 Calle Yucca, Suite 200 Thousand Oaks, CA 91360 800-839-1520Ed@Rigsbee.comwww.Rigsbee.com NACM 2008-Anaheim, CA Partnering for Justice, Case Management and Service Excellence

2 Copyright 2008 Rigsbee Research www.Rigsbee.com Alliance Alchemy; Turning Relationships Into Gold 1.Seven steps for developing successful collaborations. 2.Three behavioral keys for collaboration success

3 Copyright 2008 Rigsbee Research www.Rigsbee.com The ten Core Competency areas in which court managers should have acceptable levels of knowledge, skill and ability are: 1.Purpose & Responsibilities of Courts 2.Leadership 3.Caseflow Management 4.Information Technology Management 5.Court Community Communications 6.Human Resources Management 7.Resources, Budget and Finance 8.Education Training & Development 9.Essential Components 10.Visioning & Strategic Planning Source: The Court Administrator, A Manual, NACM

4 Copyright 2008 Rigsbee Research www.Rigsbee.com Collaborative Network Model for Court Administration Engaged StaffEngaged Judges Engaged Suppliers CommunicationRespectReputationTrustMentoring Soil = Economy & Social Environment; frequently unstable, unpredictable & changing Organic Matter = Changing Legislation Rocks = Global Politics Moisture = Supreme Courts Grain = New Technologies Administrator/Court Clerk Leadership (Connecting Foundation to Structure) Goal: Effectively Serving the Needs of All Court Stakeholders Alliance Dev. Area Engaged Public Engaged Lawyers Engaged City/County Alliance Dev. Area

5 Copyright 2008 Rigsbee Research www.Rigsbee.com Immigration, the California Experience, and Implications for Other State Courts by José Octavio Guillén Many courts, but especially those located across the U.S./Mexico boarder, have experienced an increase in the number of cases involving dual jurisdiction, therefore prompting both legal systems to collaborate and learn about each others rights, responsibilities, processes, and limitations. Source: Future Trends in State Courts 2007, NCSC

6 Copyright 2008 Rigsbee Research www.Rigsbee.com Seven Steps for Alliance Development & Implementation: Alliance Alchemy 1.Monitor (Determine Reasons and Need) 2.Educate (Cultural, Operational and Strategic Differences) 3.Select Alliance Type (Structure) 4.Organize (Select Partner) 5.Agreement (Written is Best) 6.Implementation (Begin Activity) 7.Maintenance (Monitor Progress and Cooperation)

7 Copyright 2008 Rigsbee Research www.Rigsbee.com Step #1 Monitor; Determine Reasons and Need for Smart Alliance Stakeholder EngagementStakeholder Engagement Improving the Court ExperienceImproving the Court Experience Improving Perceptions (Public, Lawyer, Judge)Improving Perceptions (Public, Lawyer, Judge) Fulfilling MandatesFulfilling Mandates Serving Special Needs ConstituenciesServing Special Needs Constituencies Developing New ProgramsDeveloping New Programs Improving Court Effectiveness & EfficiencyImproving Court Effectiveness & Efficiency Doing More with LessDoing More with Less

8 Copyright 2008 Rigsbee Research www.Rigsbee.com Step #2 Educate; Cultural, Operational and Strategic Differences Cultural: How compatible are the management teams and cultures?Cultural: How compatible are the management teams and cultures? Strategic: How well aligned are the partners objectives?Strategic: How well aligned are the partners objectives? Operational: How complementary are the business models?Operational: How complementary are the business models? Why collaboration is in the best interest of the organization and the persons working for the organization…Why collaboration is in the best interest of the organization and the persons working for the organization…

9 Copyright 2008 Rigsbee Research www.Rigsbee.com Basic Alliance (Casually Access Various Opportunities)Basic Alliance (Casually Access Various Opportunities) –New Programs Affecting Several Stakeholders Strategic Alliance (Partners Retain Identities)Strategic Alliance (Partners Retain Identities) –Co-Branding Relationship (Duo Logos & Names) Strategic Sourcing RelationshipStrategic Sourcing Relationship –Vendors/Suppliers Joint Venture (New Organization & Identity)Joint Venture (New Organization & Identity) Strategic Reseller RelationshipStrategic Reseller Relationship –Educational Programs, Dealers, Distributors or VARs Licensing AgreementsLicensing Agreements –Certification Step #3 Select Alliance Type/Structure

10 Copyright 2008 Rigsbee Research www.Rigsbee.com Step #4 Organize: Partner Due Diligence Alliance, JV, Strategic Sourcing Agreement Offering Partner Accepting Partner Research: Suppliers, Stakeholders, Departmental Silos, Internet, Through SWOT Alliance Offer Counter Offer Research: Suppliers, Stakeholders, Departmental Silos, Internet, Through SWOT

11 Copyright 2008 Rigsbee Research www.Rigsbee.com What Kind of a Partner am I? Assign each a 1 to 10 rating and total: Wants to win. Wants to win. Responsible for his/her own success. Responsible for his/her own success. Is an active listener. Is an active listener. Understands and cares about what drives partners business. Understands and cares about what drives partners business. Responds well and acts on feedback. Responds well and acts on feedback. Flexible, especially when the unexpected occurs. Flexible, especially when the unexpected occurs. Trustworthy and has integrity. Trustworthy and has integrity. Seeks win-win situations and solutions. Seeks win-win situations and solutions. Understands that Partnering is a relationship of interdependence. Understands that Partnering is a relationship of interdependence. Great Chemistry! Great Chemistry! Your Total (1 to 100) Your Total (1 to 100) www.rigsbee.com/quiz.htm

12 Copyright 2008 Rigsbee Research www.Rigsbee.com People do not change after marriage! What you see is what you get.

13 Copyright 2008 Rigsbee Research www.Rigsbee.com Understand Alliance Buying/Acceptance Motives 1.Profits or Gain 2.Fear of Loss 3.Comforts and Pleasure 4.Avoidance of Pain 5.Loving and Affection 6.Pride and Prestige

14 Copyright 2008 Rigsbee Research www.Rigsbee.com Step #5 Agreement/MOU Legal issuesLegal issues Tax issuesTax issues Pricing issuesPricing issues Payment structure variationsPayment structure variations Audit rightsAudit rights Information rightsInformation rights Confidentiality issuesConfidentiality issues Exclusivity variationsExclusivity variations Performance assurancesPerformance assurances RemediesRemedies Right to cure variationsRight to cure variations Term of agreementTerm of agreement Termination issuesTermination issues Condition of default issuesCondition of default issues Post-termination issuesPost-termination issues Assignment issuesAssignment issues Warranty & liability issuesWarranty & liability issues Ways to hedge commitmentsWays to hedge commitments Indemnification options & issuesIndemnification options & issues

15 Copyright 2008 Rigsbee Research www.Rigsbee.com Step #6 Implementation SystemsSystems MeasurementsMeasurements Emotional ownership (champions)Emotional ownership (champions) Be honest about your capabilities!Be honest about your capabilities!

16 Copyright 2008 Rigsbee Research www.Rigsbee.com Lilly (Pharmaceutical) Three-Person Alliance Management/Implementation Team Alliance ChampionAlliance Champion –Usually a senior level executive charged with, among other activities, to facilitate and ensure communication between Lilly and its alliance partners Alliance LeaderAlliance Leader –Technical leader, project manager or senior person with intimate knowledge of alliance area of activity; responsible for day-to-day leadership of the alliance Alliance ManagerAlliance Manager –Represents the OAM, the executives primary duty is to support the alliance leader and act as an advocate for the alliance (one person is Alliance Manager for several alliances)

17 Copyright 2008 Rigsbee Research www.Rigsbee.com What do you need from this relationship that you are currently not receiving?What do you need from this relationship that you are currently not receiving? Have you told your partner(s)?Have you told your partner(s)? Step #7 Maintenance (Monitor Progress and Cooperation)

18 Copyright 2008 Rigsbee Research www.Rigsbee.com Relationship Value Updates The value Im getting from the relationship.The value Im getting from the relationship. The Value I think you are receiving.The Value I think you are receiving. Improvement StrategiesImprovement Strategies

19 Copyright 2008 Rigsbee Research www.Rigsbee.com Voice of the Alliance at Lilly 1.Operational Fit: Communication 2.Operational Fit: Decision Making 3.Operational Fit: Leadership 4.Operational Fit: Performance Management 5.Operational Fit: Roles 6.Operational Fit: Skills/Competence 7.Operational Fit: Team Coordination 8.Operational Fit: Conflict Management 9.Cultural Fit: Flexibility 10.Cultural Fit: Knowledge Management 11.Cultural Fit: Organizational Values 12.Strategic Fit: Commitment 13.Strategic Fit: Strategy 14.Strategic Fit: Trust/Fairness

20 Copyright 2008 Rigsbee Research www.Rigsbee.com Alliance Tool Usage Europe vs. USA Source: ASAPs Second State of Alliance Management Study 2007 ToolsEuropeUSA Best alliance practices 80%68% Alliance database 55%60% Alliance handbook 33%40% Alliance management is part of the management development program 29%36% Alliance metrics 61%74% Competency framework for alliance manager exists 41%41% Cross-alliance evaluation 53%48% Culture program 33%26% External alliance training 32%47% In-house alliance training 51%48% Individual evaluation 82%81% Intranet71%73% Joint business planning 80%84% Joint evaluation 75%74% Partner portal 60%68% Partner programs 69%77% Standard partner selection approach 67%67%

21 Copyright 2008 Rigsbee Research www.Rigsbee.com 1. Getting Things done vs. Being Right 2. Relationship Bank Deposits 3. Purposeful Communications Three Behavioral Keys for Turning Relationships Into Gold

22 Copyright 2008 Rigsbee Research www.Rigsbee.com Behavior #1 3 Keys for Turning Relationships Into Gold Getting Things Done vs. Being Right 1.Getting Things Done vs. Being Right 2.Relationship Bank Deposits 3.Purposeful Communications

23 Copyright 2008 Rigsbee Research www.Rigsbee.com Its more important to be a good partner and get things done, than to obsess on BEING RIGHT! –Ed Rigsbee

24 Copyright 2008 Rigsbee Research www.Rigsbee.com Behavior #2 Relationship Bank Deposits 1.Getting Things Done vs. Being Right 2.Relationship Bank Deposits 3.Purposeful Communications 3 Keys for Turning Relationships Into Gold

25 Copyright 2008 Rigsbee Research www.Rigsbee.com EmotionalEmotional PhysicalPhysical –Unrestricted –Controlled –Strings Attached Relationship Bank Deposits

26 Copyright 2008 Rigsbee Research www.Rigsbee.com Eds Relationship Bank Deposits Over 75 of Eds helpful articles are available for download & Reprint at: www.rigsbee.com/editor.htmOver 75 of Eds helpful articles are available for download & Reprint at: www.rigsbee.com/editor.htm You may access four of Eds one- hour presentations at: www.rigsbee.com/selectvideo.htmYou may access four of Eds one- hour presentations at: www.rigsbee.com/selectvideo.htm Sign up for Eds Wednesday Effective Executive Letter and (most) Fridays Article at: www.rigsbee.comSign up for Eds Wednesday Effective Executive Letter and (most) Fridays Article at: www.rigsbee.com

27 Copyright 2008 Rigsbee Research www.Rigsbee.com Perception My only reality is the conversation I have with myself about you. -Ed Rigsbee

28 Copyright 2008 Rigsbee Research www.Rigsbee.com Partnering with Employees: Visit www.rigsbee.com/morearticles.htm and scroll down to the Employee Section for helpful articles.

29 Copyright 2008 Rigsbee Research www.Rigsbee.com Behavior #3 Purposeful Communications for Overcoming Conflict 1.Getting Things Done vs. Being Right 2.Relationship Bank Deposits 3.Purposeful Communication 3 Keys for Turning Relationships Into Gold

30 Copyright 2008 Rigsbee Research www.Rigsbee.com Recent Rigsbee Research Survey 28% Communication 20% Follow up/Follow through 17% Changing the behavior of others 9% Truth, honesty & responsibility 8% Training issues 5% Time compression 5% Customer issues 4% Conflict in dealing with personalities 4% Conflicting goals

31 Copyright 2008 Rigsbee Research www.Rigsbee.com Communicating to Deal with the Relationship Challenges Hidden Agendas Hidden Agendas Trust Trust Unrealistic Expectations Unrealistic Expectations Poor Communication Poor Communication Culture Clashes Culture Clashes

32 Copyright 2008 Rigsbee Research www.Rigsbee.com Three Things I Hope You Learned: 1. Ideas Are Just Dreams, Without Implementation! 1. Ideas Are Just Dreams, Without Implementation! 2. Business Is About Results, Not Excuses! 2. Business Is About Results, Not Excuses! 3. Yes, You Can Do Better! Please sign up for my Wednesday eZine: Effective Executive Letter at www.Rigsbee.com.


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