wc16 - d14 - relational contracting management
TRANSCRIPT
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Breakout Session #: D14
Andy Akrouche
Aisha Ghadban
Date: Tuesday, July 26
Time: 11:15am–12:30pm
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Relational Contracting Management
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2
Challenges
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3
Need for a More Integrated Approach
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Public Sector Agility
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Public Sector Contracting Process
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6
Management by Insight, Not Just Oversight
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Relation Between Complexity & Collaboration
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Relational Importance
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Relationships First Approach
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Relational Contracting
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Relationships First
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Relationships Charter
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Relationships Charter
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Managing Relationships Means Working In Teams
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• Participating actively on the joint governance structures
• Collaboration – Working in teams, – Working together effectively in a transparent and
collaborative way. – Getting rid of the ‘us’ and the ‘them’ mentality and
embrace the ‘we’ or ‘us’
• Building Trust– Learn to trust each other through experience.
Success of the relationship depends on people working together:
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Relational Philosophy
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Core Idea: Interest-based
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Main Difference Between Traditional and Relationship-based Models
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Implementation
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Collaborative Convergence Process
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Relationship Management Framework Development and Operationalization
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Procurement of Relationships
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22
Leading the Change: Relationships Management Office (RMO)
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Takeaways
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• Initiate a culture change process - Shift organizational mindset from adversarial oversight to insight-based collaborative oversight models of management;
• Incorporate the Relationship Charter at the core of the business arrangement in both public-public and Public-private relationships;
• Operationalize the Charter - Create high performing Joint Integrated Teams;
• Establish a Relationships Management Office (RMO) to support individual relationships and to drive the achievement of strategic program objectives.
• Take Action
Recognizing that the relationship among stakeholders is the real pivot for effective delivery management and performance improvement, what can we do?
• Initiate a culture change process - Shift organizational mindset from adversarial oversight to insight-based collaborative oversight models of management;
• Incorporate the Relationship Charter at the core of the business arrangement in both public-public and Public-private relationships;
• Operationalize the Charter - Create high performing Joint Integrated Teams;
• Establish a Relationships Management Office (RMO) to support individual relationships and to drive the achievement of strategic program objectives.
• Take Action
Recognizing that the relationship among stakeholders is the real pivot for effective delivery management and performance improvement, what can we do?
© 2016 Strategic Relationships Solutions Inc. (SRS)
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Andy Akrouche [email protected]
+1 613.290.5921
Thank You!
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