Demonstrate your ability to write or develop a Memorandum of Understanding (MOU) for a Joint venture

Chapter 8 Guid elines for Colla b ora ting Suc c essfully

The 7 Cs of Strategic Collaboration: 1. Connection with purpose and people

2. Clarity of purpose

3. Congruency of mission, strategy, and values

4. Creation of value

5. Communication between partners

6. Continual learning

7. Commitment to the partnership

1.Connection with purpose and people

The “double connect” with people and purpose creates a powerful emotional connection I.e.

 Passion for the cause / purpose

 Intrapreneurship characteristics of the partners

 Strong interpersonal bonds

 Appreciation of the value of the collaboration

1.Connection with purpose and people

Questions we need to ask and answer:

 Can we touch, feel and see the social value we are creating?

 How strong are our interpersonal bonds?

 How emotionally and personally connected are individuals to the collaboration’s purpose?

2. Clarity of purpose

To avoid disappointment, confusion, and conflict, both partners need to:

 Develop a joint, written collaboration purpose statement

 Articulate what they hope to get out of the relationship

 Identify where on the collaboration continuum their relationship is now, and where they would like it to be.

2. Clarity of purpose

Questions we need to ask and answer:

 What is the purpose of this collaboration?

 Do both partners have written collaboration statements?

 Where is this relationship on the collaboration continuum?

3. Congruency of mission, strategy, and values

Partners need to identify areas of alignment:

 The points where the two organizations mesh or overlap

Examples of questions at this stage:

 How well do the partners understand each other’s business or purpose?

 What are the areas of current or potential overlap?

 How can the partners help each other to achieve their missions?

4. Creation of Value

Partners need to focus on:  Defining value

 Generating value

 Balancing value

 Renewing value

Examples of questions at this stage:

 What resources of each partner are valuable to the other?

 Do benefits outweigh the costs and risks?

 What social benefits can be generated by this alliance?

5. Communication between partners

Developing mutual respect and trust takes time, effort, and action.

Communication requirements include:

 Genuine respect for the other’s activities

 Openness, frankness, frequency, and meaningfulness.

 Coordination by counterparts in each division of each organization

5. Communication between partners

Questions that should be asked and answered :

 Do we have multiple levels of communication or is it just between the two leaders / champions?

 If there is conflict between parties, is it constructive?

 Have we publicized this partnership internally and externally?

6. Continual Learning

Partners benefit from the “Ethic of Discovery”

 Hunger / eagerness to find more ways to collaborate

 Learning about the other partner’ s business helps partners to identify new opportunities for growth

 New frontiers open up as organizations combine their distinctive competencies and complementary missions

 The capacity to collaborate is a competitive advantage

 Each partner learns new skills from the other

6. Continual Learning

Questions to be asked and answered:

 What have we learned from each other so far?

 How has this learning helped the collaboration?

 Are we still learning from each other (or have we become complacent?)

7. Commitment to the Partnership

Recognition that a strategic partnership is a long-term, deep alliance rather than a short-term, convenient relationship

As the relationship progresses along the Collaboration Continuum, each partner needs to provide additional personal, institutional, and financial resources

Philanthropic Transactional Integrative Transformational

7. Commitment to the Partnership

Questions partners should ask to assess the level of partnership commitment:

 What is the current level of commitment and how is it demonstrated?

 What personal, institutional and financial resources are invested by each partner? Is this increasing over time?

 Are the partners’ expectations and commitments in balance?

 Where does this alliance fit into each partner’s collaboration portfolio? Are the positions congruent?

Guid elines for Colla b ora ting Suc c essfully Refer to Exhibit 8.1 (Handout from Austin text)

 Identify at least one question in each of the 7 Cs that you believe would be valuable to assess your proposed collaboration.

 Pay particular attention to the following:

 Congruency of mission, strategy, and values

 Creation of value

Proposal Presentation (next week)

 Upload a PPT presentation before class starts

 You will have 5 minutes to present the following:

 Slide 1 – Briefly describe your NGO

 Slide 2 – Briefly describe your Corporate partner

 Slide 3 – Briefly describe the partners’:

 Congruency of mission, strategy, values

 Slide 4 – Briefly describe the partnership’s:

 Creation of value

Friedman vs. Mulligan Debate

 Team 1 = Friedman perspective (against)

 Team 3 = Mulligan perspective (for)

Current ecological issues (such as deforestation, water shortage, and pollution) and social issues (such as poverty, illiteracy, and unemployment) are too urgent to wait for bureaucratic governments to impose taxes and determine expenditures for such "social" purposes. We need corporate intervention now!

Friedman vs. Mulligan Debate

 Team 4 = Friedman perspective (for)

 Team 5 = Mulligan perspective (against)

Businesses that claim to have a social conscience and accept responsibility for providing employment, eliminating discrimination, or avoiding pollution are preaching pure and unadulterated socialism – they are undermining the free market philosophy of capitalism.

Friedman vs. Mulligan Debate

 Team 2 = Friedman perspective (for)

 Team 6 = Mulligan perspective (against)

Cross-sector collaboration is merely a fad and is destined to fail. Neither shareholders nor unions will abide lasting or strategic partnerships with groups outside of the organization. This is just another example of how crafty NGO’s can be at manipulating others to obtain funding to pursue their personal causes.

Friedman vs. Mulligan Debate

 Team 7 will:

 Time the debaters

 Team speaking for the statement - 1 minute

 Team speaking against the statement – 1 minute

 1st team rebuttal – 1 minute

 2nd team rebuttal – 1 minute

 Judge which side wins each debate.