ISO 44001: The International Standard for Collaborative Business RelationshipsInternational Organization for StandardizationISO_99aa6319-4a01-47af-a462-8d23907f2147_7c9de5c0-f780-11e8-92a0-e6bb85c09ae4_7c9de962-f780-11e8-92a0-e6bb85c09ae4CollaborationCollaboration is not a solution in itself but does offer an alternative perspective to thevalue chain. Integration in the supply and delivery network both locally and globallycan be optimised by focusing on the boundaries between organisations to focus onwhat each does best in a complimentary business process. Developing a collaborativeapproach has been shown to release potential value and innovation. Operational Awareness_7c9dead4-f780-11e8-92a0-e6bb85c09ae4Stage 1For many larger organisations the cascading of management systems will be influenced by the impactof divisional and industry sectors where customer, regulatory, geography or operational requirementsmay introduce specific adaptations.DutiesDetermine the duties of the Senior Executive Responsible_7c9dec00-f780-11e8-92a0-e6bb85c09ae41.1Senior ExecutivesWhilst the role of the SER is established at a corporate level for practical reasons some responsibilities mayhave to be delegated.GovernanceApply and validate the operational governance structure_7c9decf0-f780-11e8-92a0-e6bb85c09ae41.2The senior executive responsible for collaborative working shall ensure that any necessary variations topolicies and processes are agreed and that appropriate operational governance structure is establishedwithin the overall corporate systems.ObjectivesIdentify operational objectives_7c9dedf4-f780-11e8-92a0-e6bb85c09ae41.3Aligning collaborative approaches with the business objectives ensures there are clear linkages between adoption of acollaborative approach and the organisational change that may be required.ValueEstablish a value analysis process_7c9deef8-f780-11e8-92a0-e6bb85c09ae41.4Adopting a collaborative approach must clearly offer greater tangible benefits than a more traditionalownership model. It should be focused on a robust analysis of a cost-effective solution.PrioritisationIdentify and prioritise collaborative business relationships_7c9deffc-f780-11e8-92a0-e6bb85c09ae41.5Perhaps the most crucial decision is how organisations differentiate their relationships and focus theirresources effectively. The spectrum of relationships and specific needs and strategic requirements will bemany and varied.ApproachVerify the collaborative approach_7c9df100-f780-11e8-92a0-e6bb85c09ae41.6Understanding what drives an organisation and that of the customer or supplier are important features of thedevelopment process. The whole spectrum of the marketplace will influence events; if these are not understood,then opportunities may be missed and the risk profile increased.OperationsPlan for operational collaboration_7c9df20e-f780-11e8-92a0-e6bb85c09ae41.7Before venturing into specific collaborative developments is it crucial to plan how such approaches will beintegrated into operations.Competencies & BehavioursDevelop competencies and behaviours_7c9df326-f780-11e8-92a0-e6bb85c09ae41.8Working in a collaborative environment may not suit everyone; while they may be excellent in one domain,the capability and skills for operating in a mutually beneficial relationship may challenge some individuals itis essential to understand what skills are available and what development may be necessary.RiskConduct an initial risk assessment_7c9df42a-f780-11e8-92a0-e6bb85c09ae41.9Collaborative approaches can introduce alternative ways of managing risk, including a joint approach withpartner(s), but can also introduce new risk elements that need to be identified and carried forward.Relationship ManagementEstablish Relationship Management Plan_7c9df542-f780-11e8-92a0-e6bb85c09ae41.10Whilst there may be a corporate relationship process in place this needs to be reviewed to ensure that it caneffectively implemented say in different sectors or division of the organisation.KnowledgeEstablish the influences that will stimulate success_7c9df682-f780-11e8-92a0-e6bb85c09ae4Stage 2The success of any business venture depends on the strategy that is behind the approach and the depthof risk evaluation that precedes action. Developing collaborative strategies should start by establishingthe influences that will stimulate success. To exploit the potential it is essential to fully appreciate thedrivers, risks and pressures of the marketplace being addressed; adopting collaborative approachesrequires investment from all parties and thus should be focused where it offers most benefit.Strategy & Business CaseDevelop a strategy and business case_7c9df7a4-f780-11e8-92a0-e6bb85c09ae42.1The challenge is to develop an effective strategy that integrates the ideas into a practical approach tomeet the business objectives and expectations of the potential partners. The four key areas for strategydevelopment are environment, organisation, people and processes; these define the key parameters andfocus the process of collecting and validating the approach.ObjectivesIdentify specific relationship objectives_7c9df8bc-f780-11e8-92a0-e6bb85c09ae42.2Understanding the objectives and drivers for collaboration is essential, since if these are not well definedit becomes difficult to communicate the rationale for seeking external partners – particularly where theserelationships may affect internal functions.Value AnalysesImplement value analysis for specific opportunities_7c9df9e8-f780-11e8-92a0-e6bb85c09ae42.3Undertaken an initial value analysis to ensure there is sufficient potential value to be obtained through acollaborative approach in relationship to the investment and risks associated.PartnersIdentify potential collaborative partner organisations_7c9dfc0e-f780-11e8-92a0-e6bb85c09ae42.4Adopting the collaboration concept is the first step, but then organisations need to consider who is outthere in the marketplace to fill the gaps as potential partners. In some cases these partners may come fromexisting relationships, or partnership potential may evolve from a mutual agreement to work together.Exit StrategyDevelop an initial exit strategy_7c9dfe66-f780-11e8-92a0-e6bb85c09ae42.5A key aspect of developing a strategic approach is to consider the exit strategy as an essential componentupfront. Understanding the issues that will arise from disengagement will highlight aspects to be addressedin development.Competences & BehavioursIdentify key individuals' competences and behaviours_7c9e003c-f780-11e8-92a0-e6bb85c09ae42.6Key IndividualsIt is important to consider that key individuals and the available resources to support a collaborativeapproach and, where appropriate, ensure development programmes and support are in place. It isimportant to put the emphasis on selecting and developing those individuals with appropriate behaviours.Knowledge ManagementManage and share knowledge_7c9e015e-f780-11e8-92a0-e6bb85c09ae42.7One of the significant benefits of collaboration is the ability to share knowledge with partners. This frequentlycreates a challenge for many organisations to identify what can and cannot be shared in order to avoid clasheslater. The effective exploitation of knowledge is the key to success; creating the environment necessary to ensurethe sharing of knowledge should have a clear focus.Threats, Opportunities & Supply ChainLeverage supply chain opportunities and manage extended enterprise threats and opportunities_7c9e028a-f780-11e8-92a0-e6bb85c09ae42.8As a key aspect of developing the strategy the impacts and opportunities of harnessing existing or potentialpartner supply chain relationships should be considered. These extended relationships may open up furtherbenefits and opportunities whilst at the same time they may introduce further risk to be assessed andmanaged.Risk AssessmentCreate a risk management strategy_7c9e03ca-f780-11e8-92a0-e6bb85c09ae42.9Development of a strategy must be linked to the creation of a risk management strategy that addresses theconcerns of all parties, together with identifying a profile of the levels of acceptable risk.EvaluationEvaluate the business case_7c9e04f6-f780-11e8-92a0-e6bb85c09ae42.10Having drawn together the knowledge surrounding a specific opportunity and the potential application of acollaborative approach it is important to evaluate the business case before proceeding. This will ensure thatthe objectives, potential benefits and opportunities are balanced against risk, key resources, exit parametersand the estimated lifecycle/length of relationship.Relationship ManagementIncorporate knowledge into the relationship management plan_7c9e0622-f780-11e8-92a0-e6bb85c09ae42.11When a strategy has been established, the creation of a specific RMP will help to capture the key principles.This will provide the communications and information platform that will help to raise awareness across theorganisation.Internal AssessmentUnderstand the internal enablers_7c9e0988-f780-11e8-92a0-e6bb85c09ae4Stage 3A collaborative relationship is a two-way process and to achieve the desired goals it requires commitmenton all sides. This is not just about processes, procedures, systems and contracts it is a question of theleadership, skills and motivation, which will govern the behaviours and approaches at the working level.It is important to understand the internal enablers that build trust between the parties based on mutualbenefit and equitable reward.Capability & EnvironmentConsider the capability and environment for collaboration_7c9e0b7c-f780-11e8-92a0-e6bb85c09ae43.1It is unlikely that every organisation will have an abundance of skilled professionals ready to take ona collaborative role. Even those highly skilled people in a traditional environment may struggle whenoperating outside the command-and-control structure. In selecting a team it is important to focus on thoseindividuals who will best respond to the challenges of collaboration.Strengths & WeaknessesAssess strengths and weaknesses_7c9e0cd0-f780-11e8-92a0-e6bb85c09ae43.2Organisation should consider the extent to which current operating practice may constrain effectivecollaboration, then address these issues. These can vary widely but may relate to programme ownership,cross-functional barriers, incentive and performance measurement policies, together with systems andprocedures.ProfileAssess the organization's collaborative profile_7c9e0f3c-f780-11e8-92a0-e6bb85c09ae43.3For collaboration to work effectively, potential partners must see the organisation as an intelligent partnerthey can work openly with. ISO 44001 is a benchmark for collaborative capability and a useful model onwhich to test the current position.LeadersAppoint collaboration leaders_7c9e113a-f780-11e8-92a0-e6bb85c09ae43.4The key to successful collaboration comes from having the right leadership, which is a difficult role since theyneed to be able to engender and maintain the ethos of collaboration by supporting and mentoring thoseinvolved. Traditional management tends to focus on control through position, in a collaborative structure it isthe ability to influence that count.Partner SelectionDefine the partner selection criteria_7c9e1298-f780-11e8-92a0-e6bb85c09ae43.5As part of the internal assessment organisations need to establish in each case what a partner should looklike. This enables the organisation to set its agenda and provides criteria for evaluation later in the process.ImplementationImplement the relationship management plan_7c9e13d8-f780-11e8-92a0-e6bb85c09ae43.6Once collaboration has been validated as the strategic way forward, the organisation should develop aspecific Relationship Management Plan with the output of the internal assessment including responsibilitiesto be assigned with target dates, establishing who does what, by when.Partner SelectionSelect the partner(s)_7c9e152c-f780-11e8-92a0-e6bb85c09ae4Stage 4It is important to understand the differing dynamics of a collaborative approach and assess the strengthsand weaknesses, whatever the route to selection. Where an existing provider is perhaps a single-sourceoption their collaborative capability is frequently ignored, as there is no other choice. It is clearlyimportant to ensure that selection maintains the competitive edge that many see only coming fromcompetition and to build confidence in the selection process clearly defining the endgame upfront toavoid confusion later.NominationNominate potential collaborative partners_7c9e166c-f780-11e8-92a0-e6bb85c09ae44.1Whatever the drivers for collaboration, it is important to have a clear perspective on which the potentialpartner(s) might be. It is unlikely that every potential partner would meet the aspirations and it is sensible toprioritising the business objectives.EvaluationEvaluate and select a partner(s)_7c9e17ca-f780-11e8-92a0-e6bb85c09ae44.2In assessing a collaborative partner goes beyond compliance to a contract. Organisations may have theattributes to deliver a sound proposition and an established performance record that supports their abilityto meet the required performance. However, they may have not progressed in developing an appropriateperformance culture that would enable them to fit into the business process of other organisations.NegotiationDevelop an engagement and negotiation strategy for collaboration_7c9e190a-f780-11e8-92a0-e6bb85c09ae44.3The process of negotiation is frequently a significant weakness in the development of collaborativearrangements. The traditional engagement and negotiating models often referred to as win/lose.Negotiations will set a baseline for the relationship and need to be managed in a more structured wayaround the concepts of win/win. It is important to recognise that trying to force a commercial advantage atthis early stage will almost certainly damage the future relationship.EngagementInitiate engagement with potential partners_7c9e1a5e-f780-11e8-92a0-e6bb85c09ae44.4The end game of a sustainable relationship requires consideration as to the steps taken in engagingthe market whilst this may require a staged approach each steps needs to clearly support the focus forcollaboration.ObjectivesAssess joint objectives_7c9e1bc6-f780-11e8-92a0-e6bb85c09ae44.5Throughout the selection process it is advisable to work with the potential partners to understand theirobjectives, as well as building a dialogue around common objectives and outcomes. These may not alwaysbe the same as yours but should be evaluated for alignment and compatibility.ExitAssess a joint exit strategy_7c9e1d10-f780-11e8-92a0-e6bb85c09ae44.6In considering the implications of a collaborative engagement the potential partners should jointly evaluatethe key aspects of disengagement. Establishing potential triggers and rules of disengagement, possibletransition and future development during the partner selection and contracting stage builds confidencebetween the parties.SelectionSelect preferred partners_7c9e1e6e-f780-11e8-92a0-e6bb85c09ae44.7How organisations expect they will be working together will help to define the nature of the contractingrelationship and the style of integration and level of interfaces. This will have a significant impact on the development of risk management approaches.InitiationInitiate a joint relationship management plan_7c9e1fe0-f780-11e8-92a0-e6bb85c09ae44.8Once a collaborative partner has been selected the organisations should incorporate all the principles thathave been agreed in to a joint Relationship Management Plan and formal arrangements shall be based.WorkWork together_7c9e213e-f780-11e8-92a0-e6bb85c09ae4Stage 5Effective and sustainable collaboration requires a robust approach to both organisational developmentand personal behaviours; these factors are inextricably linked. This starts with a focus on individual and jointpartner objectives, together with agreement on roles and responsibilities. To establish a working platformon which collaboration can deliver the benefits of combining skills, resources and driving innovation,there must be clear governance that is supported by integrated business processes, measurement andpeople development.GovernanceEstablish a joint governance structure_7c9e229c-f780-11e8-92a0-e6bb85c09ae45.1Creating organisational culture or change requires a robust approach to both organisational developmentand personal behaviours; these factors are inextricably linked through a sound governance structure, whichmust be supported by integrated business processes, measurement and people development.SponsorshipInstitute joint executive sponsorship_7c9e25d0-f780-11e8-92a0-e6bb85c09ae45.2It is important that there is joint executive sponsorship to provide overall support. Clear and transparentExecutive agreement on the desired outcomes and objectives of the relationship, which reflect jointownership of the principles that will govern the collaborative behaviours of those involved.ObjectivesValidate the joint objectives_7c9e2742-f780-11e8-92a0-e6bb85c09ae45.3The joint recognition and blending of both common and individual organisational objectives removes manyof the hidden agendas that may affect successful collaboration.LeadershipAppoint leaders_7c9e28a0-f780-11e8-92a0-e6bb85c09ae45.4The appointment of the right leadership is crucial as the collaborative team has to meet the everydaydemands of the business landscape and contend with the internal stresses and strains of being separatedfrom (or out of step with) its home organisation.ManagementSpecify joint management arrangements_7c9e2b16-f780-11e8-92a0-e6bb85c09ae45.5Establishing a management team, together with a clearly defined profile of roles and responsibilities, ensuresthat all participants fully understand their contribution. The leadership has to support the team whilst drivingtowards agreed objectives.CommunicationDevelop a joint communications strategy_7c9e2d32-f780-11e8-92a0-e6bb85c09ae45.6A key aspect of maintaining a sound relationship between organisations and their stakeholders is to ensurethat there is a solid process of communications. Keeping people informed helps to strengthen awarenessand thus maintain the support for collaboration.KnowledgeEstablish a joint knowledge management process_7c9e3052-f780-11e8-92a0-e6bb85c09ae45.7Effective management of knowledge and information is essential to ensure that the partners are clear onwhat information they need and how to share it. Information flow is a major benefit from collaboration, butfrequently it is an area of conflict when working together.RiskEstablish a joint risk management process_7c9e31ec-f780-11e8-92a0-e6bb85c09ae45.8A robust joint risk management programme as part of the operating process is a critical factor in being ableto build sustainable and flexible operations. Evidence of a strong relationship is that the partners supporteach other’s risks where practical.Processes & SystemsReview operational processes and systems_7c9e334a-f780-11e8-92a0-e6bb85c09ae45.9A joint review of the delivery processes will establish the platform for effective performance and provide abasis to ensure that all key issues have been jointly addressed before formally contracting. Optimisation ofbusiness processes is a key benefit of working in collaboration arrangements, but this can often create thenext level of potential conflict.MetricsMeasure delivery and performance_7c9e34bc-f780-11e8-92a0-e6bb85c09ae45.10There needs to be a clearly defined basis of how the integrated team will deliver their objectives and howthese will be measured; this is an essential aspect of establishing a sound basis for working together.CompetenceImprove organisational collaborative competence_7c9e36c4-f780-11e8-92a0-e6bb85c09ae45.11A joint assessment of the competencies and skills of the partner organisations to be engaged in deliveryand, where appropriate, agree a joint development plan. Individual competencies can strongly influencebehaviours and thus the success of relationships.IssuesEstablish a joint issue resolution process_7c9e384a-f780-11e8-92a0-e6bb85c09ae45.12Managing conflict towards a constructive and mutually beneficial outcome is an essential element ofeffective collaboration.. It is important to ensure that there is an issue resolution process that provides amechanism and escalation procedure where appropriate.ExitEstablish a joint exit strategy_7c9e39c6-f780-11e8-92a0-e6bb85c09ae45.13It is important to define the boundaries of the relationship clearly, including business risks; in any businessenvironment there are many factors and pressures that can have an impact on the operational drivers. Italso helps to avoid potential areas of conflict that reach beyond their brief.Stakeholder ImpactsEnsure impacts on stakeholders are taken into account in the exit strategy_7c9e3b74-f780-11e8-92a0-e6bb85c09ae45.14It is important when establishing an exit strategy to ensure that impact on stakeholders is taken into account.Assets & Commercial ImplicationsDefine the assets and commercial implications_7c9e3cfa-f780-11e8-92a0-e6bb85c09ae45.15Organisations need to clearly define their individual and joint distribution of assets contributed tocollaboration in the event of controlled disengagement.StaffingManage staff_7c9e3e76-f780-11e8-92a0-e6bb85c09ae45.16StaffA significant facet of behaviours stems from the future perspectives of staff working within the relationshipthis should be part of any disengagement consideration.Agreement or ContractEstablish the agreement or contracting arrangements_7c9e4024-f780-11e8-92a0-e6bb85c09ae45.17Most business relationships need to anchor its contracting arrangements from the point of establishing whatit hopes to achieve through the relationship. In developing a contracting approach it is essential to definethe individual responsibilities and to place these obligations with the correct party.Establishment & ImplementationEstablish and implement the joint relationship management plan_7c9e41c8-f780-11e8-92a0-e6bb85c09ae45.18When the decision is made for one or more organisations to work together the RMP becomes a joint plan,which will outline the way they intend to manage the relationship in future. There are a variety of waysthis can be addressed, the principle, however, should always be that this is a mutually agreed approachbetween the parties.ValueCreate value_7c9e440c-f780-11e8-92a0-e6bb85c09ae4Stage 6To harness added value means challenging the traditional thinking, creating new value or alternativevalue propositions beyond those contracted. Innovation is a critical factor in the value creation process.A parallel benefit that comes from introducing a structured approach to value creation is that it supportsorganisations and teams working together. How organisations choose to encourage innovation dependson a wide variety of factors, but is often managed well by establishing joint cross-functional teams thatcan be brought together to address specific challenges or ideas.ProcessEstablish the value creation process_7c9e45c4-f780-11e8-92a0-e6bb85c09ae46.1While there is great value in a spontaneous approach to innovation, establishing a joint process that ensuresboth targeted support and encourages new ideas is very powerful. A structured approach will underpinsustainable engagement; it will provide a measure of integration and continual focus on driving greatervalue from the relationship.TargetsIdentify improvement and setting of targets_7c9e4754-f780-11e8-92a0-e6bb85c09ae46.2The key to optimising co-creation is to ensure that identified issues are regularly reviewed and, wherenecessary, removed if not delivering. This ensures resources are not wasted or diverted from the primaryobjectives. In a collaborative environment, value creation is about delivering innovative solutions orreleasing value that could not be generated by one organisation alone.LearningUtilise learning from experience_7c9e48e4-f780-11e8-92a0-e6bb85c09ae46.3As organisations begin to work together more closely it is equally important to capture the lessons learned.This is a key aspect of creating value and setting the agenda for innovation. Updating of the JointRelationship Management Plan.PlanUpdate the joint relationship management plan_7c9e4b1e-f780-11e8-92a0-e6bb85c09ae46.4The JRMP should be updated to incorporate value creation initiatives which after evaluation anddevelopment, as required, are to be incorporated into the operations.SustainabilityStay together_7c9e4ccc-f780-11e8-92a0-e6bb85c09ae4Stage 7In a changing world the internal and external pressures on any collaborative relationship will inevitablylead to impacts on effectiveness. It is also important to recognise that as relationships evolve they willundergo change, so to ensure the maximum benefit it is important to undertake regular validation tomaintain focus and efficiency. No two relationships are the same and the dynamics of organisational andpeople changes can influence performance, so it is equally important to recognise that as relationshipsprogress they need to be monitored to ensure that appropriate focus is maintained on areas whereconvergence might not be happening to maximum benefit.Oversight & SupportProvide oversight and support to the joint management team_7c9e4e70-f780-11e8-92a0-e6bb85c09ae47.1Senior Executives ResponsibleJoint Management TeamsSenior executives responsible should provide oversight and support to the joint management team. Toensure sustainable engagement over time this oversight should be both via reporting processes but alsomaintaining a visible presence.ManagementManage the joint relationship_7c9e503c-f780-11e8-92a0-e6bb85c09ae47.2The key to sustaining relationships is to ensure there is effective joint management focused on the operationallevel, managing the day-to-day activities of the relationship and ensuring continued focus and support.Maintaining both delivery and development focus is crucial to ensure the relationship remains proactive.Behaviours & Trust IndicatorsImplement monitoring of behaviours and trust indicators_7c9e51e0-f780-11e8-92a0-e6bb85c09ae47.3Developing trust in the relationships and ensuring the appropriate behaviours is a key aspect of jointmanagement. As trust increases the performance of the relationship should increase the value it delivers.The wrong behaviours will quickly undermine the situation, with obvious impacts on output.Value CreationContinuously support and monitor innovation and improvement_7c9e5456-f780-11e8-92a0-e6bb85c09ae47.4There should be continuous support and monitoring of innovation and continual improvement, to ensurethat the partnering teams are exploiting their joint knowledge and, where appropriate, enhancing their skills.DeliveryDeliver on joint objectives_7c9e5852-f780-11e8-92a0-e6bb85c09ae47.5A critical aspect of any relationship is that it delivers the performance that was initially envisaged andagreed; any failure by a partner in a collaborative environment will inevitably lead to a breakdown in therelationship. The longer the relationship is in place, the greater the possibility for complacency to buildbetween the various parties.ResultsAnalyse results_7c9e5abe-f780-11e8-92a0-e6bb85c09ae47.6It is important to understand and agree how the performance of the contract and the relationship will be jointlymeasured and ensure appropriate reviews are undertaken. If the relationship is delivering and remains a strategicapproach then it should be periodically tested and adapted to reflect changes in the business environment.IssuesResolve issues_7c9e5d84-f780-11e8-92a0-e6bb85c09ae47.7Within any high performing group it is inevitable that friction will arise and in fact constructive conflict canbe a stimulus for innovation. The joint management team and their SERs to ensure that issues are addressedand the lowest level of interface and if appropriate defused quickly. Experience would suggest thatescalation processes in many cases can be counterproductive as they will often crystallise issues rather thanfocus on resolutionExit StrategyDevelop a structured joint approach to formulating an exit strategy_7c9e6054-f780-11e8-92a0-e6bb85c09ae47.8Developing a structured joint approach to formulating an exit strategy is an important facet ofcollaboration. Maintaining a focus on disengagement ensures that the partners have a clear focus onthe value of the collaboration. The development of collaborative relationships will often have a definedlifespan and during its formation the relationship take into account the process that will lead to the eventualdisengagement of the partners which needs periodic validation.MaintenanceReview and maintain the joint relationship management plan_7c9e62b6-f780-11e8-92a0-e6bb85c09ae47.9The Joint Relationship Management Plan should be regularly reviewed to ensure it remains applicableand where updates or amendments are deemed necessary the SERs should be involved to validate andapprove changes.Exit Strategy ActivationActivate the exit strategy_7c9e6482-f780-11e8-92a0-e6bb85c09ae4Stage 8The lifespan of any business relationship will vary between organisations and market influences;adapting to these changes is a crucial part of developing effective collaborative partneringarrangements. The development of effective integrated activities requires the building of trustbetween the parties, which over time will enhance the opportunities – those who expect tomaximise their investment over a limited time will generally find that collaboration does notprovide solutions. Many people may consider that to address an exit strategy at the outsetof a relationship infers an acceptance that the relationship will fail, but this is not the case.Experience suggests that being open about all possibilities allows the partners to focus onevery aspect of integration.DisengagementInitiate disengagement_7c9e666c-f780-11e8-92a0-e6bb85c09ae48.1Where the partners mutually agree that the current activity has reached its natural conclusionthe joint management team should implement the joint exit strategy. This should take intoaccount all commercial considerations, accountabilities, agreed objectives and implications forthose personnel involved.Business ContinuityMaintain continuity for both the partners and their customers_7c9e682e-f780-11e8-92a0-e6bb85c09ae48.2PartnersCustomersThe foundation of a sound relationship is that while it continues to add value it must alsorecognise the implications of maintaining continuity for both the partners and their customers.The responsibilities that operating organisations accumulate may remain after the partnershave agreed not to continue the relationship. In developing an exit strategy the partners mustconsider the way in which current liabilities will be fulfilled; the reputations of all parties areimportant and support to the customer is crucial for future activities.EvaluationEvaluate the relationships_7c9e69e6-f780-11e8-92a0-e6bb85c09ae48.3Collaborative integration offers the opportunity for organisations to extend their individualcapabilities and market reach through combined operations. These may be time-limited oropen-ended, but in every case there is a need for the parties to openly address what they needto do in the event that the relationship is no longer viable. Each party must consider what theywill contribute for short-term gain and what may be at risk in the longer term. How we exit from arelationship says a great deal about the integrity of the parties, the strength of their relationshipand their potential to collaborate in the future.Future OpportunitiesConsider future possibilities for collaboration_7c9e6be4-f780-11e8-92a0-e6bb85c09ae48.4If the relationship has been well managed and has delivered its objectives, then the way shouldbe open to consider future possibilities for collaboration. The future offers the perspective thatmore and more organisations will look towards this approach as a viable alternative.Relationship Management PlanReview and update the relationship management plan_7c9e6db0-f780-11e8-92a0-e6bb85c09ae48.5As a final stage the parties should review their joint relationship management plan as part oflessons learned to be feedback to their relative management systems.Performance & AuditingMaintain and review the management approach to ensure its continued appropriateness_7c9e6f7c-f780-11e8-92a0-e6bb85c09ae4As with any management systems approach it must be effectively maintained andreviewed to ensure its continued appropriateness. Whilst collaborative application mayinvolve multiple parties the corporate processes and systems need to be maintainedas well as harnessing experiences.Performance EvaluationAssess the performance of each collaborative relationship_7c9e72b0-f780-11e8-92a0-e6bb85c09ae4P&A 1There needs to be a robust review process in place to assess performance of each collaborativerelationship in order to draw parallels and the need for possible future changes.Monitoring, Measurement, Analysis & EvaluationAssess outcomes and focus on the development needs of individuals_7c9e7562-f780-11e8-92a0-e6bb85c09ae4P&A 2Assessing outcomes in terms of deliverables will be part of any business but attention should alsofocus on the development needs of individuals.Exit EvaluationEvaluate how effective the exit strategy was and how well the partners performed_7c9e771a-f780-11e8-92a0-e6bb85c09ae4P&A 3The exit strategy has been identified as a key success factor for collaborative engagements.How effective it was and equally how the partners performed build the internal knowledgebase for future application.Internal Audit & Audit ProgrammesConduct regular risk based activity audits_7c9e7936-f780-11e8-92a0-e6bb85c09ae4P&A 4For any management systems there needs to be risk based regular audits of activity to ensurethat processes are being followed and where necessary identify recommendations forimprovement.Conformity, Correction & ImprovementNon-conformity and Corrective Action & Continual Improvement_7c9e7b0c-f780-11e8-92a0-e6bb85c09ae4P&A 5Where issues are identified these need to be actively addressed particularly where these maybe as a result of cross boarder activities within partner organisations.Management ReviewPeriodically conduct management reviews_7c9e7ee0-f780-11e8-92a0-e6bb85c09ae4P&A 6In the case of collaborative programmes the parameters can be highly variable as opposedto more static wholly own operational processes. Periodic management reviews are crucial toensure the systems remain valid.ImprovementPursue continuous improvement_7c9e8106-f780-11e8-92a0-e6bb85c09ae4P&A 7No system is absolute nor will it remain constant continual improvement is a key aspect of anymanagement systems and where collaboration is involved it can significantly benefit from theknowledge and experiences of the partners.2017-03-012018-12-03http://www.instituteforcollaborativeworking.com/Resources/Documents/insight_into_iso44001.pdfOwenAmburOwen.Ambur@verizon.net