Future Leaders Network, Cambridge

Future Leaders Network, Cambridge

Mike BlackburnVP Strategy, BT Global Government

Collaborative WorkingSome thoughts and experiences

© British Telecommunications plc

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Building trust with your stakeholders

• It is nearly impossible to build a profitable relationship with a stakeholder without trust.

• Be completely open and honest about the level of trust that exists in your relationship.

• Mutual goals give both parties a reason to contribute equally.

• Having senior executives involved over a long period of time ensures the relationship will continue to grow.

• Measureable goals can help you determine how far trust has been built


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Some experiences

• Inconsistent expectations between a customer and provider can create a crisis situation.

• When complications arise, a company must react quickly to minimise damage.

• Up-front collaboration between parties helps clear confusion and set realistic expectations.

• Designing long-term solutions instead of short-term stopgaps is a more sustainable business practice.


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Degree of trust Cultural Fit Ease of working together Capacity for joint problem-

solving Ability to leverage and

learn from differences Capacity to resolve conflicts Openness and quality of

communication Capacity for taking a “what

is best for the venture” perspective

A Successful Collaboration has to address both substantive and relationship issues

StrategicCompetitive positioningBusiness targets, plans and strategiesFinancialPrices, fees and ratesFinancing and equityLegal Technology transfer & licensing termsConsequences of default

Relationship IssuesSubstantive Issues

Organizations often invest heavily on the substance...

…but many don’t take the time to focus on the relationship, a primary

cause of partnership failure.


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“This is about getting them to meet our needs”

When things go wrong, assign blame and apply contractual penalties

Customer decides, vendor executesCustomer defines metrics; supplier is

evaluatedNegotiations are often adversarial;

produce arbitrary outcomesEach party is often surprised and

learns of decisions after they’re made

Attributes of a strategicsupplier partnership

“This is about meeting both our needs in a sustainable way”

When things go wrong, diagnose joint contributions and work to avoid repetition

Wise decisions need joint inputAt least some metrics are jointly

developed and shared, or symmetricalNegotiations focus on problem-

solving; produce good precedentsSurprises are rare; planning is highly

integrated; communication is frequent and robust

Attributes of a typicalcustomer-vendor relationship

A Critical Shift in Mindset


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How Do Partners View Negotiations With YOUR Organization?


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Questions to ask

• Why would you work with a stakeholder you couldn’t trust?

• In your mind, what qualities define trustworthiness?• What types of actions would raise a red flag in a

relationship?• How would you evaluate your own level of

trustworthiness?• When can a troubled business relationship be

salvaged, and when is it better to move on?


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Challenge – Managing Multiple Stakeholders

• The need for information and buy-in from multiple affected parties leads to complex negotiations for consensus

• Parties who feel excluded from or surprised by decisions impede implementation

• Consultation creates an expectation of playing some role in decision-making

• Any process risks being over- or under-inclusive, or both

Alliance manager fears that a

particular group of stakeholders will undermine a deal

Alliance managerdoes not involve

group of stakeholders

Group of stakeholdersfeels left out and

undervalued

Stakeholdersimpede

smooth progressof the deal


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A Better Approach to Dealing with Multiple Stakeholders

• Approach– Seek alignment, early

and often– Alignment is not

consensus– Consultation is neither

veto power nor a mere formality

– Limit actual decision-making to the smallest, most manageable, andmost appropriate group

• Process Helps– Decision-making rights

and responsibilities– One-text procedure

Alliance manager knows that a group

of stakeholders have valuable input for the

deal

Alliance managerconsults regularlywith stakeholders

Stakeholders feel included and that their input is taken

into account

Stakeholdersbecome part of the

solution and provide constructive input


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Scaling Collaboration & Innovation Through Social Networking

• Innovation is sparked when people work and collaborate together, sharing ideas, solutions, and best practices with one another.

• Face to face meetings and interactions aren’t always practical or even possible, particularly when large numbers of people or geographic distances are involved.

• Social networking through technology allows a nearly endless number of people to join together for learning opportunities, regardless of distance or time.

• Today’s technology encourages senior leadership to become involved in learning and teaching through social networking as well, since time commitments are more easily obtained.

• Providing recognition of people and their accomplishments is an excellent way to gain participation and buy-in from employees at all levels for online learning events and social networking.

Future Leaders Network, Cambridge

Mike BlackburnVP Strategy, BT Global [email protected]

Future Leaders Network, Cambridge

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