(CLP) Programs

Appleton Greene corporate training programs are all process-driven. They are used as vehicles to implement tangible business processes within clients’ organizations, together with training, support and facilitation during the use of these processes. Corporate training programs are therefore implemented over a sustainable period of time, that is to say, between 1 year (incorporating 12 monthly workshops), and 4 years (incorporating 48 monthly workshops). Your program information guide will specify how long each program takes to complete. Each monthly workshop takes 6 hours to implement and can be undertaken either on the client’s premises, an Appleton Greene serviced office, or online via the internet. This enables clients to implement each part of their business process, before moving onto the next stage of the program and enables employees to plan their study time around their current work commitments. The result is far greater program benefit, over a more sustainable period of time and a significantly improved return on investment.

Appleton Greene uses standard and bespoke corporate training programs as vessels to transfer business process improvement knowledge into the heart of our clients’ organizations. Each individual program focuses upon the implementation of a specific business process, which enables clients to easily quantify their return on investment. There are hundreds of established Appleton Greene corporate training products now available to clients within customer services, e-business, finance, globalization, human resources, information technology, legal, management, marketing and production. It does not matter whether a client’s employees are located within one office, or an unlimited number of international offices, we can still bring them together to learn and implement specific business processes collectively. Our approach to global localization enables us to provide clients with a truly international service with that all important personal touch. Appleton Greene corporate training programs can be provided virtually or locally and they are all unique in that they individually focus upon a specific business function. All (CLP) programs are implemented over a sustainable period of time, usually between 1-4 years, incorporating 12-48 monthly workshops and professional support is consistently provided during this time by qualified learning providers and where appropriate, by Accredited Consultants.

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Executive summary

Collaborative Excellence

Understanding Why We Are Off-Course

Senior Executives and Chief Learning Officers are generally not satisfied with Leadership Development, but most are not sure what to do about it.

We believe our system, delivered through the Appleton Greene network, represents a major breakthrough in producing twice the impact at half the cost, compared to traditional university-based Executive Leadership Development.

It helps in understanding how we can have this impact by first addressing what has gone wrong from an historical perspective:

The analysis of leadership is one of the oldest in antiquity. Over two thousand years ago, the Greeks, Jews, and Chinese began studying and advising about leadership; we still read their accounts today: Spartan leadership, Homer’s tales of the Trojan Wars, Old Testament heroics and misdeeds. In ancient China, Sun-Tzu (Art of War) and Lao Tzu (Tao Te Ching) clearly defined their premises for great leadership. Aristotle was the earliest leadership “coach,” having counseled Alexander the Great prior to his incredible conquests. Greek historians Thucydides and Herodotus journeyed across the Mediterranean to document leaders in war and government. Plutarch, a Greek writing in the Roman Era, compared the leadership traits and characteristics of historical characters compared to those of his time. The word “history” comes from the Greek meaning: “deep inquiry into the causes of things.”

The early authorities on leadership identified qualities of character, traits, stratagems, anecdotes, and made observations, just as we do today. At the end of the Middle Ages, Machiavelli advised leaders on how to manipulate people and unscrupulously exercise power, which Shakespeare used as fodder for his dramatic tragedies. Sadly, Machiavelli’s methods are still advocated today. When combined with Darwinian “survival of the fittest” tactics, we end up in power-struggles that make great television drama, but produce horrid performance and results.

Leadership Development has Failed

Why is this important today?

Because the development of leaders, with such deep roots extending back over two millennia, should have progressed much farther and produced much better results than we have today. Even more disconcerting, at a time when we need more and more collabora¬tion, people are becoming more transactional, adversarial, polarized, and isolated – evidence of Leadership Development’s failure. The decline in the last two generations is shocking, as evidenced by less and less confidence in our organizations and institutions, which have become highly distrusted. This decline in trust over the last five decades has been precipitous. To use several examples from the United States:

Big business is distrusted by more than 3/4th of the population. Less than 2 of 5 people trust healthcare, and less than a third trust education. Only a little more than 1 in three trust their churches, all dramatically down on the last forty years. These trends are similar in Europe.

People don’t trust their institutions because they don’t trust its leaders. Business Schools, which pump several million MBAs into the European and North American business community every decade are falling short when it comes to leadership development.

We must acknowledge something is wrong; what we’ve been teaching leaders is simply not hitting the mark. Businesses have a strong motive to shift to a better strategy and more effective learning model.

There must be a better way. It starts with rethinking the Leadership Development paradigm. What was missing? What is possible? What shifts in thinking are required?

The Quest for Collaborative Excellence:

Mr. Lynch began the quest to discover the underlying design of great leadership began more than 50 years ago by majoring in International Relations (Brown University, 1969), seeking a pathway to world peace. He did not find the answers. Ultimately Mr. Lynch would have to create a whole new profession and evolve answers from non-traditional sources and methods over a half century of work to realize this quest.

Collaborative Leadership in the U.S. Navy:

Upon graduation Mr. Lynch served as a U.S. Naval Officer in combat in Vietnam. There he witnessed first-hand the horrors of war, along with good, bad, and misguided leadership. After Vietnam the Chief of Naval Operations (CNO) selected Mr. Lynch to serve on a special task force to find better ways to train junior and senior naval officers to be skilled at collaboration, teamwork, and integration between the officer and enlisted corps. This was a significant step in the right direction. These deep learnings exposed Mr. Lynch to some of the brightest thinkers in Human Behavior and Organization develop in the country who were hired by the Office of Naval Research to train the task force. This program was deployed in the fleet with excellent results, while still encountering major resistance from entrenched thinking held by old-line, command-and-control senior officers. This was the right pathway, but a long, long way to go to build a system that would sustain itself against persistent fear, uncertainty, doubt, and distrust.

Academic Studies of Collaboration:

Upon leaving the Navy in 1974, Mr. Lynch enrolled in a Joint Program between Harvard University Schools of Business & Education and MIT Sloan School of Management to earn a degree in Organization Development. The professors delivering the program were the best in the world. It was there Mr. Lynch met Professor Paul Lawrence at Harvard Business School, who became his mentor, dear friend, and later co-author. With his colleague Jay Lorsch, Lawrence had been researching a field that examined how to better integrate highly differentiated organizations into effective holistic system (called “differentiation-integration theory”). While this was considered a somewhat esoteric field at the time, Mr. Lynch began exploring new ways to apply Lawrence’s organizational theory, knowing intuitively that somehow it would be very relevant in the future.

Practical Application of Collaboration

After graduation from Harvard (1975), Mr. Lynch put his academic learnings to practice revitalizing urban neighborhoods, creating a small business finance & venture capital investment company, and developing a technology incubator with 65 companies under its roof. Collaboration and teamwork were the centerpieces for these entrepreneurial successes. To propel the growth of the small tech companies in the incubator, Mr. Lynch pioneered the development of strategic marketing alliances to bolster their revenues. This was the birth of Mr. Lynch’s work evolving the alliance methodology for the next thirty-five years

Launching Strategic Alliances

By the mid 1980’s, with substantial experience in developing business alliances, Mr. Lynch foresaw that many more companies would need to begin working more closely together to handle the accelerations due to computers and globalization. By 1987 Mr. Lynch finished his first book, “Practical Guide to Joint Ventures and Business Alliances” (John Wiley still in print). This was the first book of its sort in the early stage world of strategic alliances. He was convinced that if we could make collaboration work in the business world, where we could easily measure its success, we could “crack the code” for collaboration in a myriad of other areas.

Training & Consulting in Alliances

The audience for the book was larger than originally believed as large corporations emerged seeking to embrace the new alliance architecture. A diverse group of industries, ranging from aerospace to healthcare to high tech to consumer goods, requested consulting and training in establishing strategic alliances. To augment the consulting, Mr. Lynch asked recently retired senior executives who had done numerous joint ventures experience overseas to join the team, not as “consultants” but as “resultants” – aimed at both advising and acting as player-coaches when needed. This was a wise decision – the American Management Association and Canadian Management Centre requested programs coast to coast across North America. Over the next ten years we did over 500 2-3 day training programs for senior executive and emerging new leaders. These course averaged a 4.5-4.7 grade average by the participants. During this time we refined the Action Learning methodology, insisting that participants apply their learning immediately to real-life problems and opportunities.

Refining the Alliance Architecture

Soon the applications in the field and the interaction with course participants led to a second book: “Business Alliances – the Hidden Competitive Weapon (John Wiley, 1993) which outlined a more refined “architecture of collaboration,” as well as over a hundred “best practices.” This book sold all over the world and was translated into five other languages. As a result demand for alliances increased substantially.

Best Processes & Practices

Clients required we adapt the architecture to their corporate standards. AT&T commissioned Mr. Lynch’s team to engage in a more thorough global best practice analysis. General Electric insisted the strategies, principles, and practices of alliances be framed into a rigorous process-driven methodology. IBM, which was undergoing a major transformation led by CEO Lou Gerstner, requested we write a “Best Practices Workbook” that detailed the alliance formation and management process down to the practitioner’s level to be used specifically for IBM’s Software Alliance Strategy. This proved highly impactful and became an integral part of IBM’s turnaround strategy linking services and software.

Doubling & Tripling Collaboration Success

It was not long afterward that we received important feedback from a wide variety of industries that, by using the collaborative architecture and best processes, the success rate of alliances doubled and then tripled. This was a good metric of success. Some companies started adapting the collaborative alliance architecture in making acquisitions with very favorable success. The side benefit of using best processes and practices was a risk-reduction and increased performance and profitability.

Emergence of Collaborative Innovation

Furthermore, as Professor Lawrence had predicted, the alliance architecture enabled the emergence of escalated collaborative innovation – using the differentials in thinking (from different corporate cultures) to generate a long stream of innovations and adaptations – in other words the beginning of real sustainable synergy. This led to a long-term commitment to determine the “architecture of innovation,” which embodied a new set of breakthroughs in adaptive realignment.

Creating a Profession Dedicated to Collaboration

By 1998, there was a enough critical mass of corporate alliance managers enabling the formation of the Association of Strategic Alliance Professionals ASAP. Mr. Lynch served as founding Chairman to launch the organization. The GE Best Process framework and the IBM Best Practice methodology were merged and upgraded to be the foundational set of principles, processes, practices, and protocols for the alliance profession all over the globe. Today, thousands of alliances, (including those aimed at a solution to Covid-19) can trace their roots to ASAP and the Best Practice Workbook. Now in its fourth generation, the Workbook (now called a Handbook) has been continually upgraded with inputs from hundreds of alliance professionals around the globe. What should be noted is the impact the years of shared learning has had on creating foundational learnings for the Architecture of Collaborative Excellence – far too numerous to be enumerated here; these learnings are embedded in Mr. Lynch’s courses offered through Appleton-Greene.

Collaboration in Supply Chains

By the early 2000s, alliances had started to become an integral part of the global corporate strategy in some leading companies. Procter & Gamble adapted the alliance and innovation strategy we developed for their world-wide supply chain. Within several short years, innovation from the supply chain more than quadrupled and accounted for several billion dollars in new, previously untapped revenues. This reframed supply chain from a cost center to an innovation center and revenue generator.
Critical Importance of Trust

By the 2005, it became obvious that we had a critical “flaw” in the architecture: again and again we found that without trust, collaboration was not sustainable. Because trust was considered “soft” by hard-nosed business leaders and engineers, for all intents and purposes it was “invisible.” Leaders and managers had no process architecture to serve as a “conceptual mind map” for effective action. This led to the critical distinctions: some elements of collaborative architecture are strategy-driven, others process-driven, and still others principles driven, while every element can be eventually broken down into clear practices, guided by either strategy, process, or principles. Years of research, application, and training led to a systematic “architecture of trust,” which has been heralded by many as the foundational element of all collaborative enterprise. An essential dimension of the trust architecture was to have it grounded in the neuro-science of the brain and a new, effective model of human behavior provided by Professor Lawrence at Harvard Business School.

Identifying Archetypes in Culture:

Professor Lawrence passed away at the end of 2010. Before his death he requested that Mr. Lynch carry on his work. The next step was to understand what we call Cultural Archetypes. These are the patterns of personal and organizational interaction are built into our DNA; they have operated since time immemorial, and are common to all cultures. With the identification of the three basic archetypes: Adversarial, Transactional, and Collaborative, we were able to create a framework for analyzing leadership behavior. The sad reality is: society seems to have codified the only the first two quite well; collaboration has seemed to get less attention. We aimed to fix that.

Collaborative Economics:

With the understanding of the three archetypes, each carried its own approaches to economic impacts. By 2012, we began the task of developing a model for collaborative economics. We found that the Adversarial archetype generated win-lose behavior, and zero-sum economics. The Transactional archetype, ideally, created win-win behavior based on self-interest. And the Collaborative archetype spawned synergistic effects. Most organizations were a muddled mixture of all three archetypes, with sub-optimized economic and social impacts. By unwinding the “Gordian knot” we were able to isolate those factors for maximizing value creation.

Linkage to Human Behavior:

Collaboration is a human endeavor. However there was no real theory of human behavior that explained collaboration. Fortunately in 2009, my professor from Harvard, Paul Lawrence, had been working on a behavioral theory for fifteen years after he retired. It was a masterful framework, far better than Maslow’s Hierarchy of Needs. Lawrence identified four key drives – Acquire, Bond, Create, & Defend – that “drove” humans to act like they do. Quickly he and I integrated our models of Trust & Human Behavior to develop a powerful new framework to Leadership. We were able to link the drives to the neurochemistry of the brain, which gave the entire theory a masterful practical set of understandings.

Managing Complexity:

Beginning in 2014, with Professor George Jergeas, an expert in complex project management at the University of Calgary (and a member of our team), we found that applying the three archetypes as the analytic framework was the simple key to unlocking how and why complexity was so difficult to understand and manage. This resulted in the breakthrough work on complexity, the law of unintended consequences, and compounding risks. With this understanding in mind, we could increase the chances of complex project delivery coming in on-time and on-budget four-fold.

Ensuring Collaboration is Sustainable:

Recently our team did a 25 year retrospective review of our successes and failures. While we had an outstanding track record of success, we found that all too frequently, after the executive who championed collaboration left their organization, the progress eroded over time, and sometimes fell apart completely. In the worst cases, the next executive tore the collaborative creation asunder, wreaking havoc in their wake. Some executives were nearly in tears when they told their stories. We termed his phenomenon “Senior Executive Post-Partum Implosion.” It generated a lot of new ideas about how to prevent such tragedies in the future. We recognized that it took more than just training individuals & executive consulting; what was needed was a rigorous method to imbed collaboration into the culture and mindsets of leaders and managers. We called this Transformative Action-Learning Engagement, which is described in detail in other parts of the Client Information Hub.

Building Trusted Leaders

In the evolution of the leadership architecture, one factor stood out above all the rest – collaborative excellence requires trust, pure and simple.

Trust is the foundation of all collaboration

Trust is the compelling pivot-point where potent leverage becomes possible. Thus, as leaders and managers in today’s world, we must pay attention to building trust in our organizations.

Without trust, everything defaults power and procedures.

Trust creates powerful competitive advantages by gaining strong loyalties, particularly with customers, suppliers, and especially employees.

When leaders are not trusted, organizations become more transactional or worse, adversarial, resulting high levels of non-value-added work, loss of performance, meager productivity, little innovation & poor profitability.

It became obvious that trust should be the launching platform for building leaders who can mobilize and align organizations.

Great leaders create organizational environments that are generators of confidence for stakeholders – managers, employees, suppliers, customers, investors, and the nearby community. Trusted leaders build cultures that are magnets for employees because the culture fosters a strong sense of personal well-being and collaboration that, in turn, results in productivity and innovative adaptation to changes, which translates into profitability and greater long-term sustainability. For this reason, our strategy places appropriate emphasis on building a “culture of trust” as a foundation of collaborative excellence.

Distrust is also a major cause of Millennial turnover, with 25% deserting their companies each year. According to Linked-In’s analysis of a half billion professionals, the annual professional turnover rate is 11%. In healthcare, nearly one in five nurses leave their hospitals annually.

Study after study for decades has shown that money is only a part of the personnel retention issue. People who have a sense of well-being stay in their jobs to a very high extent. Just increasing trust by a factor of 10% increases a person’s sense of well-being by a factor of 40%.

What’s Been “Missing:”

In the past, collaboration has been seen as something “nice to do.” It has shown up as a series of fragmented exhortations, fractured processes, splintered guidance, disconnected methodologies, worm’s eye expertise, and poorly integrated training. People who are trying to learn how to be more collaborative get advice from varying sources, and often receive very mixed messages in different formats – this has left the learner with the daunting task of trying to integrate widely different points of view. Very few people are capable of doing such integration, especially when much of the thinking about collaboration is mixed unceremoniously with a jumble of other advice that is counter- productive, lacking overarching principles and processes, devoid of clear distinguishing factors for success, sub-optimized strategies, and without clear metrics for success or failure.

Formulating a Systems Architecture:

Thousands of learnings were compiled, categorized, documented, taught and coached by Mr. Lynch. His quest for a better solution saw thousands of field tests, the development of highly effective learning systems, along with the global compilation of guiding principles, best processes & practices. Most of it came not from academic research but from empirical evaluation in the field – the crucible of action. If it worked, study it more, extract the key factors for success, and try to replicate it; if it failed, find out why and redesign it. This has spawned innumerable collaborations world-wide. The systems design for Collaborative Excellence emerged these “test cases” across the globe in a wide-range of industries in numerous fields of endeavor including aerospace, architecture, automotive, biotechnology, construction, defense, education, engineering, energy, financial services, government, high technology, information systems, insurance, mining, pharmaceuticals, services, software development, telecommunications and not-for-profit organizations. The result is the codification of a collaborative system “design architecture” that resonates in the DNA of people, is easy to use, simple to understand, works across cultural boundaries, produces high impact results, and has the ability to “stick” after the senior executive who championed the initiative has left the organization. Compared to traditional Executive Education, this approach produces twice the impact at half the cost.

Breakthrough Approach:

Collaborative Excellence a major evolutionary step in how people work together. While collaboration is not new – people have been working together in communities and organizations since prehistoric times – what is new is the framework we use to leverage collaborative excellence and make it stick. There are four shifts that make our approach both distinctive and potent.

First is its origin. We cut our teeth in one of the most difficult areas of leadership and organization: strategic alliances and complex project delivery. Because strategic alliances are inherently like “volunteer” relationships (because no one entity totally controls the alliance) between dissimilar organizations and cultures, the emergent learnings and insights revealed how to lead, build trust, create value, use differences to generate innovation, manage complexity, align multiple organizations, and lead in powerful ways that energize and transform.

Second, we recognized early-on that there was an “elephant in the room” that no one was acknowledging: there was no common “design architecture” for collaboration that created a clear “mind-map” to distinguish true collaboration from other forms of human interaction, which would make it far easier for leaders to create powerful alignments in their organizations. (Prior to this, the haphazard array of advice and opinions resulted in a patchwork of helter-skelter approaches to leadership and collaboration, which have been ineffective and incoherent, resulting in high levels of distrust in institutions and their leaders.)

Third, we realized that traditional Executive Education delivered learning to individuals, but actually did little to transform leaders nor to transform organizations. We, along with the rest of higher learning, had not challenged conventional thinking. The high levels of corporate dissatisfaction with Executive Ed was the result of serious disconnects and misalignments between academia and corporations that pay the bill – each on different pages singing different music. Correcting this failure and putting leadership development on the right track is the centre-piece of our Appleton Greene Collaborative Excellence Program.

Fourth, the delivery model needed fundamental revision. Implementing Collaborative Excellence was, at its heart, a “paradigm shift” and must adhere to the principles of systems change. Additionally, because of the misalignment between the needs of individuals seeking training and corporations seeking transformation, we needed a new delivery model (strategy and method). We developed the “Transformative Action-Learning Engagement” (“TALE” — described in detail later) to align individual, team, organizational, and leadership development, utilizing the Appleton Greene facilitation network. TALE focuses on organization transformation by delivering the collaborative systems architecture through team learning, rapid application to real situations, and measurable results and feedback loops.

Use of “Pracademics”

Mr. Lynch, is the leader of a team of highly seasoned “pracademics” – senior executives that started in the real world of hard knocks, got a master’s degree, stayed in business, then later in their careers brought practical skills to teach senior Executive Development, write books and numerous articles, and rethink the paradigm of business.an experienced executive who, later in his career, an academic environment with rigorous analysis, wisdom of human realities, leadership insights, creative problem-solving, and experiential research. Typically a pracademic starts not by researching what others think, but by researching the lessons learned from our own successes, and yes, our failures and near misses. As a “pracademic,” Mr. Lynch understands how important it is to ensure that learning produces measurable, useful results.

Learning Better & Faster to Increase Success:

The Collaborative Excellence “architecture” was especially designed to be sure it is “fully integrated” where every part fits elegantly into the other components. Thus people learn better, faster, and more effectively with a significantly higher chance of success. Evidence collected over the last 25 years demonstrates our systems architecture will double or triple the success rates of collaboration. Organizations that have used the System of Collaborative Excellence saw dramatic increases in not just the success rates of their strategic alliances (which jumped three-fold), but also increases innovation, employee retention, on-time/on-budget project delivery, and supply chain performance. Companies that made use of the Collaborative Excellence approach also had far better success with the integration of acquisitions as well as turning around poorly performing divisions. What’s more, the systems architecture solves the thorny problem of a collapse of collaboration after key champions in the organization retire or leave for other jobs. This kind of implosion can have a very damaging effect on future performance. After years of honing our approach to learning, the typical comment at the end of a session, after the thankyou responses is something along the lines “I really sort of knew all this intuitively, but I never had the language and architecture to understand it, turn it into action, and communicate it to others.” Years afterward, people make the same remarks.

Transformational Leadership:

Corporations seek leadership that can transform organizations. However, traditional leadership training has failed because is stuck in old sets of traits, habits, and characteristics, (which has been the mode/paradigm for two thousand years). We have changed the rules of engagement to embrace leadership as a system of four major alignments for organizations: Strategic Alignment, Cultural Alignment, Operational Alignment, and Dynamic Realignment in Time (adaptation & innovation). This puts leadership on a far more stable footing which is not dependent upon personality, experience, or the last “leadership flavor of the month.”

Support for Transformative Action Learning:

Mr. Lynch’s expert use of Transformative Action Learning workshops fits perfectly into the Appleton Greene workshop framework. To facilitate the Green Collaborative Excellence Program, we have developed a multitude of materials, including videos, graphics, checklists, readings, and case examples to help accelerate learning, application, and performance achievement. In addition, we have fully integrated so each part of the architecture flows and builds seamlessly into the next, and can be communicated easily to others.

When Mr. Lynch connected with Appleton & Greene, he knew it could be a great relationship. We both were convinced that the best way to deliver value was through a workshop framework that tied learning directly to application. We also know that core processes are essential to make things work and to ensure the quality of the results. That’s why best processes are always a key element in our design architecture.

Growing Demand for Collaborative Excellence:

Powerful forces in global and local business are driving the need for far greater collaboration within and between all types of businesses, functions, and technical specialties. The business world is changing at a bewildering pace. In no other period in the history have we encountered so much change so fast (with the exception of wartime). Collaboration plays a central role in this change – it’s termed the Collaborative Shift. To stay competitive, companies must be at the vanguard of riding this wave.

Today’s fast-moving, rapidly-changing, highly-interconnected world demands leaders and managers who are collaborative, trustworthy, and can mobilize resources across multiple organizational and international boundaries. Being able to engage fluidly in teams, alliances, across departmental boundaries, and between the expertises of different professions is an absolute essential for tomorrow’s business success.

Filling the Collaborative Gap:

However, the foundations of collaboration are not taught effectively in professional schools; nor are managers and leaders given the essential frameworks to enable them to be experts at working together successfully time after time.

While some Executive Education programs teach some elements of collaboration (such as teamwork training) there is nothing available that covers the full range of collaborative mind-sets, skill-sets, tool-sets, and solution-sets that produce extraordinary performance and sustainable profitability.

Sustainable Strategy for Collaborative Excellence:

Our quest for better solutions to the problems of collaborative leadership has resulted in a potent and reliable framework that brings together diverse people and interests that demonstrate how diversity results in higher team & alliance performance, adaptation, and innovation, with high success rates in a wide variety of industries and cultures.

Most transformational efforts in the past have failed, primarily because collaborative excellence, for the typical organization, is a paradigm shift; and thus requires a “systems design architecture” to be sustainable; piecemeal efforts are, in the long-run, destined for the dumpster.

This design architecture can be used in cross-functional, multi-profession teams, multiple-partner strategic alliances, supply & value chains, high-performance teams, research & development consortiums, and the integration of acquisitions.

Building Trusted Leaders:

Distrust in institutions is destroying many organizations throughout the world. It is a plague in many countries, and displays its ravaging impacts in civil unrest and high levels of employee turnover.

In the Millennial generation, distrust is not a benign tumor; it’s a malignant cancer. Millennials enter the business world as “chronic distrusters.” Business leaders must show that they can build trust solidly and quickly if they are to retain good people.

Bolstering the Technical Professions:

Many companies today are heavily populated with scientists and engineers. Most engineers have never been trained to function in a landscape that is continually changing. The engineer and scientist of the future must be given the mindsets and skillsets to meet the growing demands for interdisciplinary and system-based methods in the environment of needs for custom designs.

Increasingly, the attributes of the future engineer will embrace the critical traits of collaborative leadership.

Product cycles will continue to shorten, and each cycle must deliver more functional and often less expensive versions of existing products, while entirely new disruptive technologies will make older technologies obsolete at an increasing rate. Complexity will jump by leaps and bounds. More and more, collaboration becomes the necessary ingredient to adapt to and innovate in this bewildering future.

Interdisciplinary Teams & Alliances:

This adaptation and innovation requires a quantum jump in the use of inter-disciplinary teams and alliances. Managing across disciplines is not easily accomplished unless leaders and managers have the right mind-sets, skill-sets, and solution-sets to bridge the differentials in both thinking and culture.

As rapid technological advances have created a wide spectrum of new micro-disciplines within engineering and business, this increasingly demands a larger “systems perspective” based on the principles that structured socio-technical practices must be utilized to integrate diverse components, technologies, and user requirements rapidly with far less chance of failure either in installation or in operations. The systems perspective is one that looks to achieve synergy and harmony among diverse components of a larger scheme. This requires collaborative excellence. Trying to achieve such results transactionally is doomed to failure.

Search for Synergy:

During their careers, many seasoned executives have searched for synergies, and failed (and in some organizations the word has been banned). We have learned from deep experience, there is a law about synergy: it is most likely to be spawned, nurtured, and flourishing in collaborative systems.

Conversely, in an adversarial environment, synergy is likely to be suffocating, destroyed by the cataclysmic effects of the Law of Unintended Consequences. That is why we believe the pathway of Collaborative Excellence is the means to unlock the “synergy code” to create more with less.

We look forward to working with you and your teams to engage in designing the future of collaborative business.

Summary — Why this Approach is Different

Most approaches to collaboration and leadership are actually a piecemeal patchwork of narrow range advice, with no attempt to integrate everything into a “systematic design architecture” that ensures that all the pieces fit together and last over the long haul.

Our ultimate mission is to create Competitive Advantage through collaborative action.
Our aim is to create twice the value at half the cost.

We now have a collaborative system design architecture that works and produces exceptional results. And, in the long run, it will be sustainable, not die off like an annual flower.

Collaborative Excellence Architecture is a major breakthrough in understanding people, leadership, and organizations. It’s something not taught in business or engineering or medical school.

Each of the program content areas listed here are generic – they work for companies in a wide variety of industries. However, we are more than happy to work with you to custom-design a bespoke program tailored to your industry & company. With the exception if the Basic Level Program, all elements of the Advanced and Mastery Level programs are optional. If you have an additional specific issue to address, we are open to new ideas and willing to develop new, special-application learning experiences.

We also frame our work in Collaborative Excellence to be part of our Socially Responsible Investment initiative, which aims at the confluence of people, planet, purpose, and profit.

Companies who have used our approach have experienced significant impacts strategically, in operational performance, as well as quantum jumps in economic value.

Mr. Lynch is delighted to bring his lifetime work to organizational leaders and managers who want to capture the learnings and the value of Collaborative Excellence.

Through our relationship with Appleton & Greene, we are now providing business leaders with access to this advanced architecture and the core principles, processes, and practices it uses.

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Curriculum

Collaborative Excellence – Part 1- Year 1

1. Part 1 Month 1 Collaborative Imperative
2. Part 1 Month 2 Human Behavior
3. Part 1 Month 3 Trust Building
4. Part 1 Month 4 Collaborative Culture
5. Part 1 Month 5 Trusted Teams
6. Part 1 Month 6 Collaborative Innovation
7. Part 1 Month 7 Value Creation
8. Part 1 Month 8 Collaborative Leadership (Part 1)
9. Part 1 Month 9 Collaborative Leadership (Part 2)
10. Part 1 Month 10 Overcoming Resistance
11. Part 1 Month 11 Managing Complexity
12. Part 1 Month 12 Sustaining Collaboration

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Collaborative Excellence – Part 2- Year 2

1. Part 2 Month 1 Collaborative Advantage
2. Part 2 Month 2 Cross-Functional Integration
3. Part 2 Month 3 Employee Engagement
4. Part 2 Month 4 Value Maximization
5. Part 2 Month 5 Organizational Transformation
6. Part 2 Month 6 Why Partner?
7. Part 2 Month 7 Collaborative Strategies
8. Part 2 Month 8 Collaborative Negotiations
9. Part 2 Month 9 Strategic Alliances
10. Part 2 Month 10 Supply Chains
11. Part 2 Month 11 Complex Projects
12. Part 2 Month 12 Collaborative Business

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Program Objectives

The following list represents the Key Program Objectives (KPO) for the Appleton Greene Collaborative Excellence corporate training program.

Collaborative Excellence – Part 1- Year 1

YEAR 1 – BASICS OF COLLABORATIVE EXCELLENCE

YEAR 1 – MONTH 01

1. COLLABORATIVE IMPERATIVE
Purpose:

There is no time in the history of the world so much complexity and change has occurred with such magnitude in such a short period of time. However, the mind-sets, skill-sets, and solution-sets of leaders and managers, as well as the cultures of organizations, have dramatically lagged behind this shift.

Collaborative capabilities are essential to deal with this shift. Organizations that fail to embrace collaboration are severely disadvantaged competitively.

Because Collaborative Excellence is a paradigm shift for most organizations, it is essential in the first session, to establish the imperative for this shift – the strategic rationale for investing time and money and ensuring top-notch implementation into an organizations strategy, structure, culture, and daily operations.

The shift to an organization whose foundation is based on Collaborative Excellence is profound. It is a powerful system that will improve virtually every manner in which work will be done. Participants should understand the implications of taking this course, what it will cover, how it is a shift in thinking, and especially what value it will produce.

Modules:

1. “Why Collaboration?” addresses the critical rationale underpinning the whole program. It enables participants to understand the impact expected, particularly the compelling value produced and the holistic potential of its “systems architecture.” We also address why other efforts at collaboration have failed.

2. “Three Archetypes of Human Behavior, Economics, & Leadership” provides clarity about what collaboration actually means. There is a lot of confusion about collaboration. Often people “play nice” and think that is collaboration. In this module we also compare collaboration with transactional (let’s make a deal) and adversarial (power-based) approaches (typified by win-lose).

3. “Value Created from Collaboration” addresses the significant advantages that can be achieved in many areas, including strategic impacts, operational performance, productivity gains, reduction of breakdowns, lowering of risk, better on-time/on-budget project delivery, employee satisfaction, and competitive advantage, among others. Participants should be articulate in understanding these value creation possibilities so that they can recognize opportunities when they present themselves.

4. “What the World Needs Now from Great Places to Work” examines the data from a variety of sources, all of which point to the potency of collaborative cultures to “integrate people and purpose” in ways that people look forward to their work experience.

5. “Why Millennials Love Collaborative Excellence” provides the compelling rationale addressing pressing needs and concerns about this generation, particularly their need for trust and fellowship to fill the gaps of broken families and failing institutions.

6. “What Collaborative Leadership Looks Like” provides the dramatic distinctions between a variety of leadership frameworks so the participant can see the differences and know why the majority of the time they should be embracing the collaborative approach.

7. “What Is Not Collaboration” addresses both the false notions about collaboration and the limited circumstances when collaboration is not the best approach to use.

8. “Application of Learning” directs participant teams to use the learnings, principles and processes from this Workshop in a real life situation to achieve better results and outcomes.

YEAR 1 – MONTH 02

2. HUMAN BEHAVIOR
Purpose:

To understand collaborative behavior, one must put it in the context of a larger general framework for all human behavior. The lack of a good human behavior model has plagued leadership for decades. Fortunately the framework created by Harvard’s Paul Lawrence (Mr. Lynch’s mentor) provides a far more utilitarian framework upon which a much broader collaborative architecture of collaboration can be built. This session sets the foundational behavioral framework for the entire collaborative architecture in workshop segments that follow.

Modules:

1. “What Evolution & DNA Tells us about Human Behavior” examines the current scientific research about the nature of human beings and how our behavior has been shaped by historic events and circumstances.

2. “Myths of Machiavelli & Darwin” dispels the false beliefs we have held about the writings of these two authorities and what they said about humans. For centuries we have misinterpreted their admonitions, much to the detriment of our leaders.

3. “What’s Right with Maslow?” takes a deeper look at what is perhaps the most popular and pervasive framework for human behavior. Maslow’s model, which is fifty years old, does get some things right, such as the Need for Meaning & Purpose, the Need for Trusting Relationships (teams, families), the Need to Make a Difference, and the Need to Have Positive Beliefs.

4. “What’s Wrong with Maslow?” challenges Maslow’s whole view that people are “Needy” and thus motivated by being inherently dependent. Further, his “hierarchy” framework is fundamentally inaccurate, and Self-Actualization is has not been proven scientifically to be the Highest Level of Human Behavior.

5. “Lawrence’s 4 Drives” reveals the breakthrough framework that is destined to replace Maslow’s hierarchy. It serves as more than just a Motivational Compass. It is based on the understanding that humans are not inherently “needy,” but “driven” by four fundamental “drives” — Acquire Drive, Bond Drive, Create Drive, and Defend Drive. This model provides the system of interactions that enable us to understand trust and why synergy is attained only in collaborative environments.

6. “NeuroScience of Human Behavior” digs deeper into the “4-Drive” model to examine the brain chemistry of the drives, which explains in a easily understood manner, why humans seem to behave in sometimes inconsistent ways.

7. “Impacts & Influences on Behavior” addresses the critical question: Is behavior a result of ‘Culture or Personality?’ While the answer is both, the evidence shows that culture is the predominant force, followed by personality. This has massive implications on leadership’s role in generating collaboration in organizations.

8. “Leader’s Impact on Culture” builds on the perspective of the importance of leaders creating a culture of collaboration, which is then illustrated from a case example: the Union From Hell.

9. “Application of Learning” directs participant teams to use the learnings, principles and processes from this Workshop in a real life situation to achieve better results and outcomes.

YEAR 1 – MONTH 03

3. TRUST BUILDING
Purpose:

This workshop, building on the prior workshop, is powerful because it creates a framework for trust that can be used immediately — both to understand trust’s power and to build (or rebuild) trust. (We have numerous testimonials from prior participants who commented that this workshop changed their lives for the better.)

Modules:

1. “Why Trust is Essential to Collaboration” makes the critical link between collaborative systems and the presence of trust. We show that trust is far more than just ethics, but is tied directly to the 4 Drives of Human Behavior, and is deeply rooted in our DNA.

2. “Impact of Fear, Uncertainty, Doubt, Divisiveness on Trust” builds upon the Neuroscience in the previous workshop, demonstrating how trust can be destroyed — almost instantaneously — by the presence of several factors. Participants quickly come to learn how unscrupulous and misguided leaders use fear to divide people. From this framework we establish a process to rebuild trust in organizations where distrust is high.

3. “Four Drives & Ladder of Trust” is the extremely valuable framework linking the 4 Drives of Human Behavior to an elegant and highly impactful model of trust and distrust. By reinforcing certain human drives and aligning others, extremely high levels of trust can be created and maintained by leaders and managers.

4. “Trust & Three Archetypes of Human Behavior” links the trust framework to the three patterns of culture and leadership, thus completing a simple but masterful “Architecture of Trust” that leaders and managers can use in the field to enable their workforce to generate the collaborative cornerstones necessary to fuel and sustain teamwork and cross-functional innovation.

5. “Rebuilding Trust” utilizes the frameworks and processes in this workshop to empower participants to take specific actions and use particular language to rebuild trust in their network.

6. “What to do with Difficult People & Negative Behavior” addresses specific difficulties with those who are resistant to the world of trust, often because of dysfunctional personalities or traumatic experiences.

7. “Application of Learning” directs participant teams to use the learnings, principles and processes from this Workshop in a real life situation to achieve better results and outcomes.

YEAR 1 — MONTH 04

4. COLLABORATIVE CULTURE
Purpose:

Culture is perhaps the most misunderstood and wrongfully devalued element of leadership. However, it also one of the most important and pivotal elements of Collaborative Excellence. In this workshop we will establish the core processes for building a collaborative culture as the foundation for high performance teamwork and organizational effectiveness.

Modules:

1. “Why Culture is so Important” examines the intense impact of culture on behavioral outcomes and performance results. This module addresses the role culture has played throughout history and how today’s leaders and managers can harness human energy by carefully architecting a high performance culture.

2. “START Culture” is a framework for designing culture composed of four key elements: 1) Spirit: emphasizing the “esprit de corps” in your team or organization to give it vitality and life, 2) Trust: making trust the central foundational principle for the culture, preserving this aspect of interpersonal relationships, not matter what the circumstances, 3) Adversity Response: responding positively to adversity, which is bound to occur, often unexpectedly and unjustifiably, and 4) Teamwork: making this the central organizing principle for high performance, decision-making, and unity of purpose.

3. “Leader’s Role in Establishing & Maintaining Culture” addresses the leadership processes and actions that are essential ingredients to a ensuring the collaborative culture remains solid, highly functional, and efficient. This module includes: “What Leaders Must Expect of Managers,” “What Managers Most Often Overlook,” and the “Essential Criteria for Collaborative Culture & Leadership.”

4. “Consequences of Not Paying Attention to Culture” focuses on what happens when cultures start to deteriorate, the “Early Warning Signals” of decline, and how to “Rebuild a Broken Culture.”

5. “Application of Learning” directs participants in teams to use the learnings, principles and processes from this Workshop in a real life situation to achieve better results and outcomes.

YEAR 1 — MONTH 05

5. TRUSTED TEAMS
Purpose:

From a business perspective, trust is most valuable if it can be transformed into some form of functional teamwork that can produce valued results. This Workshop aims to establish the core principles and processes necessary for this transformation to occur, with the objective of building a replicable system of teamwork across all organizational functions, both internally and externally in alliances and supply chains.

Modules:

1. “Collaboration is not the Opposite of Competition” frames the important issue of collaboration in the context of competition. The two are not opposites, and can actually engage synergistically. Humans are naturally collaborative, and naturally competitive – it’s a matter of getting the two energies into alignment. Sports coaches do a much better job of this than most business leaders.

2. “Why Trust is Essential to Teamwork” examines what happens to teamwork when trust is either present or absent. Data analysis from Performance Metrics reveals how trust can give many teams a massive boost in performance.

3. “Key Factors for High Performance” sets forth the critical elements of great teams, building on the design elements in the previous Workshops. This module addresses: Team Member Selection (Five C’s), Team Leadership, Team Purpose, Team Culture, Team Standards of Excellence, Team Operational Principles, Team Performance Metrics, and Team Rewards & Discipline

4. “Responding to Breakdowns, Failure & Adversity” sets forth the principles and processes for responding to adversity, particularly how to avoid the “blame game” when breakdowns occur (and they will), how to reframe failure into learning, and how to use adversity to advantage by responding collaboratively.

5. “Case Examples” will be used to illustrate good and bad ways of responding to adversity. Participants will be asked to find specific examples in business, sports, and other leadership situations.

6. “Application of Learning” directs participants in teams to use the learnings, principles and processes from this Workshop in a real life situation to achieve better results and outcomes.

YEAR 1 — MONTH 06

6. COLLABORATIVE INNOVATION
Purpose:

Innovation is an absolute must in a world that is rapidly changing and fast moving, where complexity often leads to breakdowns that must be remedied quickly. Companies that falter in innovation will not adapt and will become competitively disadvantaged in short order. What is vital in this workshop is the central theme of the importance of innovating collaboratively, using “differentials in thinking & culture” to create an “innovation engine” that generates a continuous stream of improvements.

Modules:

1. “Why Collaborative Innovation in Invaluable” establishes the rationale for the “collaborative” aspect of innovation, building a powerful case that, without collaboration, innovation will soon dry up, leaving companies with obsolete products, solutions, technologies, and services.

2. “10 Core Processes of Collaborative Innovation” outlines the most critical processes needed to establish an “innovation engine.” Each process is bolstered by best practices and examples.

3. “Optimizing Diversity” sets forth the key factors in bringing diverse perspectives, beliefs, and cultures together that generates the “fuel” for the Engine of New Idea Generation.

4. “Trust’s Impact on Diversity” demonstrates how trust is the central principle to underpin the ability of diversity to trigger innovation.

5. “Building the Innovation Team” sets forth the Key Factors for Success in selecting and orchestrating a team that has the right balance of creativity with implementation skills to generate innovation that creates real value. During this module we will demonstrate how these processes have been used throughout history to produce breakthrough results: during the Greek Age of Innovation, in Thomas Edison’s Laboratories, and in the modern age in places like IDEO in Silicon Valley.

6. “Application of Learning” directs participants in teams, to use the learnings, principles and processes from this Workshop in a real life situation to achieve better results and outcomes.

YEAR — MONTH 07

7. VALUE CREATION
Purpose:

Every day we hear an executive exhort his or her team to “Create Value!” However they seldom (if ever) take a deep dive into how value is created, measured, amplified, destroyed, or transformed. Business schools teach courses in Finance and Economics, but not in Value Creation. In this Workshop, we fill the gap and correct these deficiencies with highly effective system of strategies, principles, and processes to create value. The system is easily understood, simple in its concept, and replicable in both large and small scale implementations.

Modules:

1. “Beyond Money” challenges the notion that money is the objective of business – “Is money the Measure? Or the Objective?” is far more than an esoteric question. When money becomes the objective, it can blind businesses to the fundamental issue – “How do we create value that people will pay for?” And “What do our customers consider ‘value’?” Understanding these perspectives then opens the avenues to sustainable value creation, which must be accomplished collaboratively.

2. “Economics of Trust” presents a powerful analytic framework for understanding the economic value of trust in any business process. The essence of this module enables participants to gauge, for themselves from their experience, the real advantage of trust on value creation. With this data they can remove significant amounts of “non-value added work” that encumber and detract from real value creation.

3. “Value Maximization” examines the strategies, principles, and processes for building new value in an organization. It addresses key methodologies, including “Value Evolution,” “Value Innovation” and “Value Destruction.” This is a system of interactive strategies, operations, and metrics that can boost value creation with very little financial investment.

4. “Application of Learning” directs participants in teams to use the learnings, principles and processes from this Workshop in a real life situation to achieve better results and outcomes.

YEAR 1 — MONTH 08

8. COLLABORATIVE LEADERSHIP (Part 1)
Purpose:

Leadership is the most noble of all professions for it is the developer, organizer, and deployer of talent. For centuries, leadership has been thought of as a series of traits, characteristics, or qualities. The Three-Archetype distinction illuminates why we have a confused set of insights about leadership because most organizations embrace a muddling of adversarial, transactional, and collaborative models, with little guidance about how and when to use these most effectively. Further, this Workshop shifts to a higher order of thinking going far beyond traits to see leadership as a Systems Alignment Process. This approach also enables leaders and managers to diagnose misalignment problems in their organization using the alignments framework to assess where problems exist and how to fix them.

Modules:

1. “Leadership as a System” examines why and how leadership has been such a difficult issue to discern and understand, which has made it challenging to develop. Significant deficiencies in “leadership theory” are exposed to reveal why most leadership models are a morass of muddled thinking, and how to untangle the thinking to be clear about intentions, actions, and consequences. The critical role of Executive Leadership Team is addressed, as well as the importance of front-line management in generating Collaborative Excellence.

2. “Four Alignments” focuses on how great leaders align four things very well: 1) Strategic Alignment, 2) Cultural Alignment, 3) Operational Alignment, and 4) Dynamic Realignment in time. When these four alignments are engaged, leadership is functioning at elevated levels and producing great performance. Each of the alignments are examined in detail with key principles and processes for enactment.

3. “Application of Learning” directs participant teams to use the learnings, principles and processes from this Workshop in a real life situation to achieve better results and outcomes.

YEAR 1 — MONTH 09

9. COLLABORATIVE LEADERSHIP (Part 2)
Purpose:

Collaborative Leadership has some very distinctive and vital elements that distinguish it from its adversarial and transactional counterparts. Leaders and managers must understand these distinctions and, most important, demonstrate their collaborative skills. Senior leaders, especially, must nurture Collaborative Excellence throughout their organization. In the larger strategic perspective, the recruitment of leaders from the outside, as well as selection of alliance partners will require the assessment of critical factors for leadership success in fostering collaborative cultures. The consequences of failing to understand the nature of what constitutes a collaborative leader can be massive.

Modules:

1. “Distinction between Leadership & Management” delineates the critical differences between these two types of roles, the perspectives of each, the importance of both Leadership & Management, and the circumstances and outcomes which maximizes the impact of each.

2. “Collaborative Leader as “Champion” sets forth the critical functions of being a “champion” when acting in a leadership capacity, including Advocacy, being a Systems Design Architect, responding positively to adversity, turning adversity into opportunity, preserving culture & trust. One segment addresses how to fostering and protecting champions, particularly emerging leaders.

3. “Employee Engagement & Empowerment” addresses how leadership and management should design programs based on Collaborative Excellence to draw employees into key activities that give them a sense of belonging – something for which there is a deep yearning in the Millennial generation.

4. “Power of Purpose” focuses on the massive motivational power of giving people meaning and purpose in their lives.

5. “Collaborative Exercise of Power & Control” focuses on how to use power in positive ways, how to control via alignment and coordination and integration, and how to make consensus-based decisions without getting bogged down.

6. “Influence Without Authority” provides guidance on how leaders and managers can increase their influence in situations where they are not in positions of authority, which is extremely important in cross-functional teams, customer-centric innovation, strategic alliances, supply chains and R&D consortiums.

7. “Application of Learning” directs participant teams to use the learnings, principles and processes from this Workshop in a real life situation to achieve better results and outcomes.

YEAR 1 — MONTH 10

10. OVERCOMING RESISTANCE
Purpose:

Overcoming resistance to change is one of the most important capabilities for leaders and managers engaged in transformative change and rapid adaptation to competitive shifts. This Workshop addresses the Key Factors for Success, Core Processes, and Best Practices to understand and overcome resistance to change without using a steamroller or bulldozer. When leaders have a strong framework for this realm of influence, they are more likely to reap the rewards of innovation, create rapid responses, and build employee, customer, and supplier loyalty.

Modules:

1. “Seven Factors of Resistance to Change” outlines a framework and core processes for assessing resistance, examining the causes, and successful approaches for overcoming resistance.

2. “Diagnostics” dives deeper into the seven factors, providing an analytic framework base on using the 4 Drives of Human Behavior to understand the resistance and map a way forward. Having a strong Diagnostics Framework is useful not only for assessing Resistance to Change, but also to maintain organizational health.

3. “Assessing Cynics versus Skeptics” provides leaders with important analytic frameworks and practical advice on distinguishing the difference between skeptics (who may actually be transformed into great advocates for change), and cynics (who cannot be convinced and may torpedo the change, no matter how much energy is expended).

4. “Key Factors for Successful Change” outlines the major proactive and reactive solutions required to overcome resistance. It also is based on the 4 Drives of Human Behavior as well as the 4 Alignments of Leadership, thus integrating models, learnings, and actions together tightly. How to position change and language are critical issues addressed here.

5. “Application of Learning” directs participant teams to use the learnings, principles and processes from this Workshop in a real life situation to achieve better results and outcomes.

YEAR 1 — MONTH 11

11. MANAGING COMPLEXITY
Purpose:

Complexity is a massive problem for companies in today’s rapidly changing world. And, to make matters worse, going forward things are not going to get simpler. The cost of failure in managing complexity can be measured in terms of how many complex projects are delivered on-time and on-budget. Our work on complexity has revealed the powerful impact of Collaborative Excellence. We have put these learnings into a set of strategies, principles, and processes that have proven to work in a broad cross-section of industries across the globe.

Modules:

1. “Why Complexity Generates High Failure Rates” examines the direct causal relationship between complexity and failure in adversarial leadership environments, because interfaces become prone to irreparable breakdowns. There are two basic strategies to cope with complexity – simplicity and collaboration. Both are effective, particularly when used in tandem.

2. “Results of Complex Project Analysis” is the result of a long-term study of complexity by members of our team. It provides important frameworks for setting up collaborative systems well in advance of any project launch.

3. “Dangers of Adversarial & Transactional Leadership in Complex Systems” focuses on how the Three-Archetypal Framework is essential for understanding success and failure. It demonstrates how Collaborative Excellence will increase the likelihood of on-time, on-budget delivery four-fold.

4. “Innovation & Feedback Loops” addresses the importance of building an innovation system into any complex situation to handle problems quickly and effectively. This reduces breakdowns before the fact and provides rapid response and repair when breakdowns occur.

5. “Why & How Collaboration Conquers Complexity” provides a framework and core processes and practices that effectively diminish the impacts of the “Law of Unintended Consequences” and the “Law of Compounding Risks.” This enables predictions of where breakdowns are most likely to occur and how to reduce risks in project design.

6. “Application of Learning” directs participant teams to use the learnings, principles and processes from this Workshop in a real life situation to achieve better results and outcomes.

YEAR 1 — MONTH 12

12. SUSTAINING COLLABORATION
Purpose:

While collaboration is a natural act for most people, our culture is also imbued with major tendencies to revert to adversarial and transactional behavior. Most leaders are of mixed emotions and beliefs about the power of collaboration. Many longstanding habits trigger non-collaborative behavior. Lawyers will likely encourage clients to be adversarial, having no training in collaborative systems. Engineers are often without guidance in managing and leading collaborative teams. Boards of Directors will frequently reward adversarial leadership because of its macho image. All these factors have contributed to regression in collaborative organizations. This Workshop addresses the way to keep organizations healthy and avert backsliding.

Modules:

1. “Annual Health Check & Feedback” provides a strategy and diagnostic tools to examine the organization’s health and functioning annually (or more frequently), along with critical Metrics and Diagnostics assessments of collaborative interaction. After the assessment is completed, the proper feedback of the data and corrective actions can be deployed.

2. “Collaborative Standards & Discipline” addresses the actions leaders and managers must take both proactively and reactively to maintain a sound collaborative culture. Maintaining collaborative order and discipline is essential to preservation of Collaborative Excellence.

3. “HR Policies & Programs” are an essential part of organizational health. A full examination of policies, programs, training, and rewards is vital to ensure collaboration is recognized and reinforced.

4. “Executive Leadership Team” must be at the forefront of orchestrating the Collaborative Excellence initiative and ensuring deviations and internal conflicts are addressed forthrightly.

5. “Board of Directors” are often either left out of the collaboration initiative or even hostile to it. Gaining their support and commitment is the role of the CEO and the Executive Leadership Team; they must communicate the value and importance of their efforts to ensure Board support.

6. “Application of Learning” directs participant teams, to use the learnings, principles and processes from this Workshop in a real life situation to achieve better results and outcomes.

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Collaborative Excellence – Part 2- Year 2

YEAR 2 – ADVANCED APPLICATION OF COLLABORATIVE EXCELLENCE

YEAR 2 MONTH 01

1. COLLABORATIVE ADVANTAGE
Purpose:

In the second year of the program, now that the basics are in place and people are actively engaged, the objective of the program becomes more strategic and more systematic. By this time, people who have been participating in the Collaborative Excellence Program should have been producing some very measurable results, cleaning out archaic processes, and gaining tangible momentum. Based on progress to this stage, leaders should start to project how the organization could begin to perform at a higher level into the future. This Workshop begins the process of expanding, strengthening, and deepening the Collaborative Excellence Program as a spearhead for organizational transformation. .

Modules:

1. “Creating Competitive Advantage with Collaboration” examines the key elements of competitive advantage (market impact, organizational effectiveness, innovation, value delivery, financial return, etc.) to pinpoint key areas where collaboration can result in significant improvements strategically and operationally.

2. “Key Factors for Success” reexamines the generic KFSs and learnings from the first year to generate a more refined and precise set of KFSs for each organizational entity. These will be used to make the Collaborative Excellence Program more effective going forward.

3. “Designing Breakthroughs” is a process by which extraordinary performance can actually be designed and implemented. It becomes a powerful methodology for moving innovation and collaborative advantage to another level.

4. “Shifting Paradigms” is the companion piece to the prior module, laying out a methodology for perceiving the world from new frames of reference. It is also a foundational element for innovation and Collaborative Negotiations (see Workshop #20. Collaborative Negotiations).

5. “Changing Beliefs” is essential for the long-term sustainability of Collaborative Excellence. Using evidence from the results produced to date, we will lay out a plan and process for shifting the beliefs of those skeptics who are yet to be convinced, using a Five Step “Learning Loop”.

6. “Application of Learning” directs participants in teams to use the learnings, principles and processes from this Workshop in a real life situation to achieve better results and outcomes.

YEAR 02 MONTH 02

2. CROSS-FUNCTIONAL INTEGRATION
Purpose:

In most companies, particularly those that have been run hierarchically and transactionally, functional specialization has resulted in creating “silos,” barriers of isolation, often polarizing in their effect. This phenomenon can reduce organizational effectiveness, speed of action, and teamwork by as much as 15% or more. Removing or reducing these barriers is an essential part of creating greater competitive advantage. This Workshop aims to build bridges across these functional boundaries, turning problems into opportunities, generating internal teamwork, and removing extraneous non-value added work.

Modules:

1. “Internal Alliances” focuses on overcoming the obstacles, difficulties, and resistance to cross functional integration, will addressing the critical importance of teamwork and collaboration for achievement of mission as well as the opportunities to generate much greater innovation. When forming external alliances, the lack of internal alliances can be a major problem for partners.

2. “Connecting Siloes with the Cross Functional Integrators” addresses the powerful role and qualities of people who are effective Cross-Functional Integrators. The frameworks in the first year are instrumental in the selection and performance of these integrators. In addition, often their actions look invisible, and thus their performance measures and rewards must be carefully designed to ensure they are effective in their jobs.

3. “Collaborative Lean Management” takes another look at why Lean Management has had such a poor track record in so many organizations. Our team’s field work has produced excellent results by integrating trust, innovation, productivity, value creation, and cost reduction into Lean Management programs.

4. “Application of Learning” directs participant teams, to use the learnings, principles and processes from this Workshop in a real life situation to achieve better results and outcomes.

YEAR 02 — MONTH 03

3. EMPLOYEE ENGAGEMENT
Purpose:

Engaging employees is not an ancillary or secondary aspect of the Collaborative Excellence Program; it is a central organization principle. Organizational vitality stems from people with spirit, positive attitudes, personal integrity, courage, honesty, commitment to the mission and purpose of the organization, and their creativity, among other factors. Collaborative Excellence taps into this energy, aligning it, and transforming it into synergy (aligned energy in Greek). Employee Engagement is not just good for the company, it’s good for the employees too. Evidence shows that engaged employees are happier, more productive, and less likely to leave. Millennials in particular love the sense of community fellowship that was often lacking in their upbringing.

Modules:

1. “HR’s Role in Sustaining Collaborative Culture” addresses the positive and proactive processes HR must do to link engagement with collaboration.

2. “Employee Selection” provides guidance on who HR must recruit and screen to ensure the collaborative system is not derailed by the wrong hires, particularly in the leadership and management ranks.

3. “Employee On-Boarding” delineates the key elements of bringing new employees on board to ensure the highest standards and rapid acculturation.

4. “Millennial Retention” addresses unstated employee expectations and opportunities for growth. In low-trust cultures, Millennials are likely to change jobs every four years or more. Keeping the workforce intact can be challenging. Hiring and retaining Millennials is less difficult when they are part of a Collaborative Excellence program because, while trust is generally this generation’s weakness, they are seeking work environments where trust is high.

5. “Diversity as an Engine of Innovation” takes a deeper look at the HR program to capitalize on the impact of diversity in the innovation process, which has real, often untapped, power.

6. “Collaborative Communications” outlines the best ways to use the art & science of speaking, listening & asking questions to reinforce collaboration. It also provides guidelines for transforming appreciative inquiry into creative inquiry.

7. “Application of Learning” directs participant teams to use the learnings, principles and processes from this Workshop in a real life situation to achieve better results and outcomes.

YEAR 02 — MONTH 04

4. VALUE MAXIMIZATION
Purpose:

Creating new sources of value from existing resources is one of the most important outcomes from a Collaborative Excellence Program. In the first year, the basic formulations of Value Creation were laid down and application projects were initiated. At this stage in the program, the results of the Value Creation process should have produced some measurable results. These need to be evaluated and the actual impacts used as a feedback loop to improve the modeling of the Value Generation Processes. Value Maximization reexamines the way cost is regarded to ensure that the value of greater speed, fewer transaction costs, lower employee turnover, and less administrative costs like litigation, grievances, and elimination of non-value added work are properly measured and accounted.

Modules:

1. “Trust’s Impact on Profits” engages in a far deeper refinement of the Economics of Trust in the first year, examining exactly what line items in the Profit and Loss Statement have been affected. Working with the finance and accounting division, participants will analyze profit impacts and cost reductions from Collaborative Excellence.

2. “Total Cost of Ownership Analysis” refines the cost modeling to account for secondary and long-term effects of cost reductions from more collaboration.

3. “Creating Value Propositions” provides a process methodology linked to designing breakthroughs to align human energy on greater value creation. By building a Breakthrough Value Propositions, metrics can be used to trigger jumps in performance.

4. “Collaborative Risk Management” outlines a powerful new paradigm demonstrating that, in many cases, the shift from a transactional to a collaborative paradigm can reduce risk 30%.

5. “Application of Learning” directs participant teams to use the learnings, principles and processes from this Workshop in a real life situation to achieve better results and outcomes.

YEAR 02 — MONTH 05

5. ORGANIZATIONAL TRANSFORMATION
Purpose:

Orchestrating Organizational Transformation can be one of the most challenging and daunting tasks for any senior executive. Some organizations we have worked with have had a long history of failure at this task. Executives who have been successful often proclaim the only way to trigger a transformation is to invoke (or respond to a crisis). Generally, successful transformations have been enacted about 85% when triggered by a crisis, and only 15% by great vision. This workshop provides a framework for transformation that is not crisis-induced. Transformation is also a major factor in acquisitions, of which less than 1/3 are deemed successful five years later. Many executives will unwisely attempt to use reorganization to stimulate better performance. Generally this has only marginal impact and often the all-in costs of reorganization far outweigh the benefits. In this Workshop we examine how the Architecture of Collaborative Excellence can be used for effective organizational transformation.

Modules:

1. “Key Factors for Success in Transformation” delineates the fundamental factors and preconditions that must be in place for non-crisis driven transformation to take place. Many of the key elements from the first year’s workshops will be utilized to set the stage for success.

2. “Managing Change versus Leading Shifts” challenges conventional thinking about “change management,” which often lacks both the behavioral underpinnings of change and the strategic understandings that change is more a leadership function, not a management function. Orchestrating turnarounds is highly enhanced by using the Collaborative Systems Architecture.

3. “Designing Synergy” utilizes the phenomenon basically only available in Collaborative Systems to generate the greater output and throughput with the same resources. This module builds on research from the Bio-Economics of Synergy. It utilizes key learnings from the last two thousand years coupled with examples from modern business and sports teams.

4. “Application of Learning” directs participant teams to use the learnings, principles and processes from this Workshop in a real life situation to achieve better results and outcomes.

YEAR 02 — MONTH 06

6. WHY PARTNER?
Purpose:

For the last twenty years, the business world has been engaged in a shift from isolated, stand-alone companies to more integrated collaborations up and down the value chain. This shift is not an aberration. Powerful global forces are requiring companies to partner. Sometimes these are simple one-one collaborations. But more and more there are multiple partners joining together to create powerful value chain (eco-system) advantages that create enormous competitive advantages. For example, today the entire airline industry is linked by alliances. In the automotive industry, Toyota grew to be the world’s largest auto firm by orchestrating its strategic relationships up and down the value chain. Today, any company that is not engaged in alliances is probably competing with one. Collaborative Excellence provides not only the ability to function well in an alliance environment, but also the attractiveness for a company to become the “partner of choice” in a business sector.

Modules:

1. “Alliances: Internal & External” addresses the importance of both internal cross-functional alliances and external cross-business alliances as a strategy to be agile and nimble. Best Processes in alliance formation and management will provide participants with a road map to success.

2. “Pre-Merger & Acquisition” demonstrates the value of creating alliances as a way to test the waters and gauge the potential success of a later acquisition. This “softer and gentler” approach has shown the wisdom of such a strategy by its much stronger level of success if the acquisition is eventually consummated.

3. “Solutions Delivery” is a powerful strategy to join several companies together to deliver solutions that one company could never attempt alone.

4. “Research Collaborations” can be used to stimulate new technologies and innovations. But they are not easy to manage, unless you know the best processes and practices.

5. “Value Chains & Eco-Systems Alliances” are the most complex, with lots of moving parts and dynamic change. We will examine how to make these work effectively and where to position your company in the eco-system.

6. “Joint Ventures” are usually large, capital intensive, and used for launching large business enterprises.

7. “When Collaboration is NOT the Best Strategy” ensures you don’t create an alliance with the wrong partner. Knowing your limits and alternatives is essential.

8. “Application of Learning” directs participant teams to use the learnings, principles and processes from this Workshop in a real life situation to achieve better results and outcomes.

YEAR 02 — MONTH 07

7. COLLABORATIVE STRATEGIES
Purpose:

For centuries, most business strategy has been based on war strategies aimed at destroying the competition. Most strategic thinking has been fundamentally adversarial – how do you d