🔥🔥 Don’t Miss Out on Our End of Autumn Sale. If you have any questions, feel free to click the bottom right corner to contact our customer service..

Concat us[email protected]
Shopping Cart

No products in the cart.

🔍
BSI BIP 2225:2022

BSI BIP 2225:2022

$61.65

The Next Evolution in Collaboration. By David E. Hawkins – Developing effective collaborative relationships through the implementation of BS ISO 44001:2017

Published By Publication Date Number of Pages
BSI 2022 284
PDF Format Searchable Printable Preview Now
Guaranteed Safe Checkout
Categories: ,

If you have any questions, feel free to reach out to our online customer service team by clicking on the bottom right corner. We’re here to assist you 24/7.
Email:[email protected]

PDF Catalog

PDF Pages PDF Title
2 The Next Evolution in Collaboration
6 Contents
8 About the author
10 Acknowledgements
12 Preface
18 Introduction
Aim of this book
Who is this book aimed at?
19 About BS ISO 44001:2017 the benefits of a collaborative standard
22 How to use this book
24 Part 1: Why?
26 Chapter 1 – The importance of relationships
27 Key corporate issues for relationship management
28 Relationship management engagement areas
30 Developing relationships
31 Evaluating relationship management initiatives
Conclusion
33 Chapter 2 – Collaboration
34 The growth of collaborative working
35 Leadership and objectives
36 The conflicts of behaviours and policy
37 Picking the right partners
38 Integration of culture
39 Conclusion
41 Chapter 3 – Relationship risk and opportunity
Relationship risk
43 Business environment
45 Risk and integration
47 Aspects of risk
48 Risk analysis and management
49 Conclusion
52 Chapter 4 – Culture
What is culture?
54 Constituents of culture
55 Cultural crunch
Knowledge management
56 Technology
Challenging traditional thinking
External influences
57 Corporate culture
58 Managing internal influences
59 Market reach
Diversity and equality
60 Conclusion
62 Chapter 5 – Creating trust
63 Social interaction
64 The importance of trust
65 Contracts and people
66 Impact of behaviours
67 Communication
68 Bridging the relationship divide
69 Dispute resolution
70 Moving forward to trust
How can organizations define ‘trust’?
71 Measuring ‘trust’
72 Conclusion
75 Chapter 6 – Collaborative leadership
Collaborative leadership
76 Identifying collaborative managers
77 The changing nature of leadership
78 The challenges of leadership
80 Managing behaviours and disputes through influence
82 Collaborative leadership self-assessment
83 Conclusion
86 Chapter 7 – Positioning relationships
87 Targeting collaborative benefits
88 Performance based collaboration
89 Defining your expectations
90 Segregating relationships
93 What should your partner look like?
94 Conclusion
98 Part 2: How?
100 Chapter 8 – Background and introduction to BS ISO 44001:2017
105 A foundation for collaboration and partnering
107 Creating the future of collaboration
109 Conclusion
112 Chapter 9 – Operational awareness
Executive sponsorship and policy
113 Operational objectives
Prioritizing relationships
114 Evaluate key individuals and competencies
Initial risk assessment
115 RMP
116 Conclusion
118 Chapter 10 – Knowledge
Strategy and business case development
120 Skills and competencies
Knowledge management
121 Business continuity and CSR
122 RMP
123 Conclusion
124 Chapter 11 – Internal assessment
125 Policies and processes
126 Internal constraints strengths and weaknesses
127 Collaborative profile
Collaborative leadership
128 Partner profile
Implementation of the RMP
Conclusion
130 Chapter 12 – Partner selection
131 Identify collaborative partners
132 Partner selection process
Establish common objectives
Negotiation strategy
133 Conclusion
135 Chapter 13 – Working together
136 Joint sponsorship and governance
Objectives and principles
Joint management team
137 Information management
Communications plan
Joint risk management
138 Process review
Monitor and measure
139 Capability/competency review
142 Conclusion
144 Chapter 14 – Value creation
145 Value creation process
Innovation groups
146 Areas for improvement
147 Define value
Learning from experience
148 Generating innovation
150 Conclusion
151 Chapter 15 – Staying together
Monitor performance
152 Joint team management
153 Support innovation
Behaviours and trust
154 Maintain performance
Dispute resolution
155 Maintain exit strategy
Conclusion
158 Chapter 16 – Exit strategy
Business continuity
159 Transition
Future opportunities
160 Conclusion
162 Chapter 17 – Implementing collaborative certification programmes
163 Establish the background
Undertake initial gap analysis
165 Obtain executive approval
Brief the executive team
Identify potential internal pilot(s)
Nominate a pilot leader
Identify the key personnel involved in the pilot
166 Undertake awareness and gap analysis
Evaluate impacts
Develop benefits analysis
Define the scope of assessment
167 Obtain executive approval and implementation budget
Prepare outline process review and evidence
Formalize scope with assessor
168 Implement detailed process review
Implement action plan
Internal audit review
Stage 1 assessment
169 Implement necessary updates
Prepare evidence
Stage 2 assessment
170 Receive certification
171 Conclusion
174 Part 3: Where?
176 Chapter 18 – Customer engagement
177 ‘Push’ or ‘pull’ for collaboration
178 The ‘intelligent customer’
179 Strategic development
180 The value proposition
181 Marketing collaboration
182 Key relationship management
183 Joint development
Exit strategies
Conclusion
185 Chapter 19 – Supply chain
190 Supply chain risk
191 Conclusion
193 Chapter 20 – Outsourcing
200 Conclusion
203 Chapter 21 – Collaborative contracting
Contracting for failure
206 Scope and objectives
207 Litigation
208 Collaborative negotiations and contracts
209 Contracting models
210 Conclusion
214 Chapter 22 – Alliance modelling
215 Virtual organizations
217 Establishing the drivers for an alliance
The customer perspective
218 Establishing the value proposition
219 Targeting the alliance
220 Business environment
Internal capability
Potential partners (existing or new)
221 Risk management
Knowledge fusion
222 Corporate social responsibility
Managing integration
223 Organizational and cultural challenges
Developing an alliance team
224 Risk, reward and investment
Exit strategy
Conclusion
226 Chapter 23 – Collaborative maturity
227 Maturity assessment
229 Attributes (the organization’s operational platform)
230 Abilities (the organization’s capability and experience in collaboration)
231 Attitude (the organization’s ethos and culture)
Conclusion
233 Chapter 24 – Mergers and acquisitions
235 Drivers
236 Benefits
237 Risk
Cultures
238 Integration
239 Customers
Conclusion
242 Chapter 25 – MSME collaborative clusters
244 Changing dynamics
Developing clusters
245 The emergence of an idea
246 Revolution or evolution
247 Relationships
Networking in business
249 Aspects of collaboration
Innovation infrastructure
250 Conclusion
251 Chapter 26 – Collaborating for sustainability
253 Profit and CSR
256 The ‘green’ agenda
Confidence and trust
257 Eco-efficiency
259 Sustainability strategy
Stakeholder inclusion
261 Conclusion
263 Chapter 27 – Third sector
264 Cultures, goals and objectives
265 Commissioning services
266 Knowledge sharing
267 Resource optimization and supply chain rationalization
Conclusion
268 Chapter 28 – The hybrid corporation and future of collaboration
269 The hybrid corporation
280 Conclusion
282 Further information

Related products

BSI BIP 2225:2022
$61.65