DEVELOPMENT PROJECT MANAGEMENT INSTITUTE

Seminar Notes for Strategy Development and Effective

Partnering

Module Tool Suite

Social Network Analysis Core competency mapping Strategy canvas Crowdsourcing

Group Assignment

Develop an original alliance strategy that accelerates the anti-poverty agenda of the Millennium Development Goals while supporting your own organization’s objectives.

MondayMorning

Objectives and Introductions Key principles of effective partnering Introduction to social network analysis (SNA)

Afternoon Coolhunting with Innovation Scouts Building a DPMI Collaborative Innovation Network The DPMI Challenge

Night Reading: How Breakthroughs Happen

Tuesday

Morning Data Mining with ONA Defining and mapping the “core” Job hunting brown bag lunch

Afternoon Building from the core How Breakthroughs Happen

Wednesday Afternoon I

The Strategy Canvas Group Development Challenge work:

Refining your value proposition

Afternoon II Group simulation: The Alliance Marketplace Partnership Hunting and Debrief

Thursday Morning

Refining Development Philosophy Coolhunting Alliance Group work Lets go Live! Posting to the

Innovation Marketplace Afternoon

Group work

Friday

Morning Review/big ideas Strategic alliance clinic: high

performance group tune-ups

Afternoon Group Presentations Top Trader and COIN awards Wrap-up and Evaluation

Why Partnership?

The alliance imperative drives10,000-20,000 partnerships in

development each year

Why Partnership?

Expand your capability Extend your reach Lower your costs Provide more effective services or

products Gain access to additional resources Improve your credibility

Building Blocks of a Partnership

Actors in terms of their affinity Transactions, specifically the type of need in

relation to demand on the actor’s asset base: light and frequent needs, or heavy and of longer duration.

The motivations in terms of obligation or free choice and the degree of imperative to act.

the level of personal trust, reputation and status between all parties

Rules that combine and regulate how these factors interact.

Introduction to ONA

ONA Network Analysis is a mathematical and visual analysis of relationships / flows / influence between people, groups, organizations, computers or other information/knowledge processing entities – Valdis Krebs

A targeted approach to improving collaboration and network connectivity where they yield greatest payoff for an organization – Rob Cross & Andrew Parker

Nodes and Links

Organizational network analysis views relationships in terms of nodes and links.

Mapping: Next Practice

Who are key connectors/resources?

Who/which groups might be isolated and/or underutilized?

Where might information/resource bottlenecks occur?

How can we improve collaboration?

Mapping: Next Practice

• How do different organizations interact with one another?

• Where are key information sources and resource hubs?

• Which organizations might make good partners?

Hybrid

Other

Service Provider

Government

Bi/Multilateral

Regional/International NGO

Local NGO

ZCBA

IJM

Africare

Tanem

FODEP

Kara

Sikana

GEMSA

Zambia Institute of Management

GTZ

Luumbo

Solwezi

Harvest Help

SAT

CRS

Mansa

CSPR

LUFAID

Steadfast

Kubalusa

ZNAN

Swaaz

Liwomadi

Kays Arts Promotions

World Vision

Share

Kawambwa Anti-AIDS Club

DATF

VSO

ZINGO South

ZCPTZPHAI

GFC

Campus Crusades

IDE Changula

CHAZ

Mwanza

CYDAYDO

NAC

ZAMSIF

UNVKEPA

Pact

Chilangwa

Mapping: Next Practice

Hybrid

Other

Service Provider

Government

Bi/Multilateral

Regional/International NGO

Local NGO

ZCBA

Tanem

FODEP

Kara

Sikana

Zambia Institute of Management

Luumbo

Solwezi

Harvest Help

Mansa

CSPR

LUFAID

Steadfast

Kubalusa

ZNAN

Swaaz

Liwomadi

Kays Arts Promotions

Kawambwa Anti-AIDS Club

DATF

ZINGO South

ZCPTZPHAI

GFC

Campus Crusades

Changula

CHAZ

Mwanza

CYDAYDO

NAC

ZAMSIF

Chilangwa

Centrality = 80%

What do we notice about these maps?

Any set of relationships is a network Person-person Group-group Cross-enterprise Cross-business Information artifacts

A network is a collection of nodes linked by a type of relationship

Real World Networks Networks

IT Youth Organization

Lighthouse

Southern Bottlers

FAO

CAYO

Kasungu DACC

Bangwe Health Center

College of Medicine

ECOYA

CAPLWH

Mlambe Hospital

GESP

Interaid

Dignitas

Nkhotakota District HealthSt. Anne's

Mzimba DACC

Mzuzu Youth Association

Mzuzu Health Center

Americares

Queen Elizabeth Hospital

Blantyre District HealthCenter for Human Rights

Saint-Egidio

BLM

MSFConcern

FHI Word Alive

MoH

Zomba HBC

MoE MoWCD

UNICEFPlan

Oxfam

Government Hospital

CRS

Action Aid

USAID

Salima Social Welfare

Salima District Health

Valid International

Catholic HBC

Women's Voice

Brown Memorial Clinic

Nkhata Bay District Assembly

World Vision

Dan Church Aid

Nkhotakota AIDS

MIAA

CIDA

Forum for Youth Leaders

Harvest HelpSAT

ELDS

NAC

CADECOM

Umoyo

Partners in Hope

MACRO

MAICC

MANETMANASO

Livingstonia Synod

CHAM

Adventist Health Service

Story Workshop

MBCA

CCAP Blantyre

Center for Social Concern

PRDO

MHRRC

CACET

Chovwano

Salvation Army Blantyre

DAPP

Matindi Youth

AYISE

NAMISADombolo

NASO

Tovwirane

St. John's

Malamulo

Nkhoma CCAP

YONECO

SAFE

NAPHAM

SASO

Kandoli Youth

SWAA

FOCUS

Ekwendeni

Government

Local NGOLocal FBO

Umbrella Group

Other

Business

International Org

Key Network Metrics

Degrees

Betweeness

Centrality

Reach

Degrees Out

An index score (0 – 1) that describes the connectivity of a node in terms of self-reported linkages

The higher the degrees out score, the larger the number of linkages and the more actively the node is networking

Useful for: Identifying the most

active connectors

Degrees In

An index score (0 – 1) that describes the connectivity of a node in terms linkages reported by others

The higher the degrees-in score, the larger the number nodes that are approaching an organization for resources or information

Useful for: Identifying key

players in a network

Understanding which nodes represent mavens – key resource and information hubs

Betweeness

An index score (0 – 1) that describes the extent to which a node lies along the shortest paths between other nodes

Indicates how well positioned people are to move knowledge around the network, to broker information, or serve as gatekeepers

Useful for: Identifying key

brokers that hold a network together and play a key role in integrating peripheral nodes

Centrality

An index score (0 – 1) that describes the extent to which a network is dependent for its sustainability upon a few key nodes

A centrality score of close to or above 0.3 indicates a network that relies too much upon key nodes

Useful for: Monitoring network

validity/sustainability

Sparking discussions around network strengthening

Reach

How many nodes can be reached in 2 steps? Nodes with highest reach act as bridges

between structural holes in the network

Reach

The proportion of the network that can be reached by an individual node in a maximum of two steps

The greater the reach out of an individual node, the stronger its participation in the network

Useful for: Determining the

level of integration in a network

Monitoring the development of a network over time

Network Weaving Cyprus

Local NGO network prior to a network weaving intervention

Other

Researcher

Government

International Organization

Local NGO

Initial Cohort

UNDP

UNOPSAMIDEAST

USIS

Church

Media

Migration Office

TC Government

ENAR Ministry of Interior

Police

Welfare Services

BSP

Apanemi Euromediterranean Civil Society Platform

Women Waging Peace Network

University Women of Europe

International Federation of University Women

Didem Garman

Turkish Cypriot Human Rights Foundation

Turkish Cypriot Association of University Women

STIGMA

Prologue Consulting

Mediterranean Institute of Gender Studies

KISA

KAYAD Community Center

Cyprus Family Planning

Network WeavingNetwork mapping assists with identification of additional resources

Pact

Funder

Researcher/Expert

Funder 8

Government 8

Government 7

Expert 8 NGO 8

Government 6

Expert 7

Expert 6Government 5 NGO 7 Expert 5

NGO 6

Expert 4

Expert 3

NGO 5

NGO 4

Funder 7

Expert 2

Government 4Government 3

Funder 6

NGO 3Government 2

Funder 4

Government 1

NGO 2

Funder 3

Funder 2

NGO 1

Funder 1

Expert 1

Other

Government

International Organization

Local NGO

Initial Cohort

UNDP

UNOPSAMIDEAST

USIS

Church

Media

Migration Office

TC Government

ENAR Ministry of Interior

Police

Welfare Services

BSP

Apanemi Euromediterranean Civil Society Platform

Women Waging Peace Network

University Women of Europe

International Federation of University Women

Didem Garman

Turkish Cypriot Human Rights Foundation

Turkish Cypriot Association of University Women

STIGMA

Prologue Consulting

Mediterranean Institute of Gender Studies

KISA

KAYAD Community Center

Cyprus Family Planning

Network WeavingPost-Intervention, strong interaction persists between participants, funders and expert service providers

Pact

Funder

Researcher/Expert

Funder 8

Government 8

Government 7

Expert 8NGO 8

Government 6Expert 7

Expert 6

Government 5

NGO 7

Expert 5

NGO 6

Expert 4

Expert 3

NGO 5

NGO 4

Funder 7Expert 2

Government 4

Government 3

Funder 6

NGO 3

Government 2

Funder 4

Government 1

NGO 2

Funder 3Funder 2

NGO 1

Funder 1

Expert 1

Other

Government

International Organization

Local NGO

Initial Cohort

UNDPUNOPS

AMIDEAST

USIS

Church Media

Migration Office

TC Government

ENAR

Ministry of Interior

Police

Welfare Services

BSP

Apanemi

Euromediterranean Civil Society PlatformWomen Waging Peace Network

University Women of EuropeInternational Federation of University Women

Didem Garman

Turkish Cypriot Human Rights Foundation

Turkish Cypriot Association of University Women

STIGMA

Prologue Consulting

Mediterranean Institute of Gender StudiesKISA

KAYAD Community Center

Cyprus Family Planning

Network WeavingPlanned interventions foster collaboration and partnerships, linking organizations together

Pact

Funder

Researcher/Expert

Funder 8Government 8

Government 7

Expert 8

NGO 8

Government 6Expert 7

Expert 6Government 5

NGO 7

Expert 5

NGO 6

Expert 4

Expert 3

NGO 5

NGO 4

Funder 7

Expert 2

Government 4

Government 3

Funder 6

NGO 3

Government 2

Funder 4

Government 1

NGO 2

Funder 3

Funder 2 NGO 1

Funder 1

Expert 1

Other

Government

International Organization

Local NGO

Initial Cohort

UNDPUNOPS

AMIDEAST

USIS

Church

Media

Migration Office

TC Government

ENAR

Ministry of Interior

Police

Welfare Services

BSP Apanemi

Euromediterranean Civil Society Platform

Women Waging Peace Network

University Women of Europe

International Federation of University Women

Didem GarmanTurkish Cypriot Human Rights Foundation

Turkish Cypriot Association of University Women

STIGMA

Prologue Consulting

Mediterranean Institute of Gender Studies

KISA

KAYAD Community Center

Cyprus Family Planning

Partnership Competencies:Balancing Business and Relationship

BUSINESS SKILLS Mapping Diagnostics Managing change Strategic thinking Visioning Negotiating

RELATIONSHIP SKILLS Intuition (“social radar”) Creating intimacy

(dating) Communication Commitment Growing together

Trust building Collaborating in teams

The Predictable Journey Anticipation Engagement Valuation Coordination Investment Stabilization

Clarifying StrategyDetermination of

scopeValuing assetsCreating structuresMaking hard choicesStabilization

Reasons for Failure Overly optimistic Poor communications Lack of shared benefits Slow results or payback Lack of financial commitment Misunderstood operating principles Cultural mismatch Lack of alliance experience

Source: 455 CEOs

Roadmap for success Know alliance stages, issues and requisite skills Keep senior management's attention in sync with

the stage of development Keep frequent contact with your partner Create opportunities for frequent professional

and social interaction Be as vigilant of your partner’s interests as you

are your own organization’s Build it day-by-day Choose managers with partnership competencies

Strategic Alliance Simulation

The DPMI Development Challenge: How it Works

STEP One Choose an organization and form groups of 2-4 Start Data Mining

STEP Two Mission and Vision analysis Map core competencies and promising “adjacencies” Prepare Strategy Canvas

STEP Three Prepare for the Alliance Marketplace Form alliances

Strategic Alliance Simulation STEP Four

Create a “remarkable” collaboration strategy

STEP Five Post your idea to the DPMI Collaborative

Innovation Network STEP Six

Prepare for your final group PowerPoint presentation

Choosing an Organization Freedom From

Hunger Ashoka Save The Children AED EDC World Learning Conservation Intl. Oxfam IRC CARE Lutheran World Relief

White Ribbon Alliance Impact Alliance WWF Mercy Corps World Vision TNC Habitat for Humanity CHF Pact Technoserve CRS

Core Competencies for Development NGOs? Core competencies are the skills and

capabilities that enable an organization to create a unique and sustainable set of benefits (value-creating activities) for its project participants.

Core competencies come from the sum of an organization’s accumulated intellectual capital, technologies, experience, skills, and management processes.

Mapping the Core

What are the boundaries of the business in which I participate? What products, communities, channels, and geographies do these boundaries encompass?

What are the core skills and assets needed to compete effectively within this arena?

Growing from the Core What is my core business as defined by

my project participants, technologies, programs, products and services?

What is the key differentiating factor that makes me unique to my project participants and core constituencies?

What are the adjacent areas around my core, and are the definitions of development and “leading edge practice” likely to shift over time changing the landscape in which we work?

Choosing Adjacencies

Mission-fit Immediate adjacency Differentiation Value-adding activity Greater impact Partnership attractiveness

Group work

Identify core competencies Add two circles representing

“Adjacent” Competencies radiating out from your core

Prepare a complete competency map on a flip chart or in CMAP for the Alliance Market Place