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Collaborative Competencies

The adoption and integration of systemic approaches for collaborative operations highlights the need to consider a range of competences beyond specific technical capabilities. The attached profiles have been developed to provide organisations with a guide to identifying and developing these competences.

The basic elements have been defined within the structure of the Maturity Assessment Programme (MAP) in order to align individual competences with those aspects of organisational maturity e.g.:

  • Attributes: Those professional and learned capabilities (knowledge) which are based on academic, institutional or corporate training programmes.
  • Abilities: Those skills that may be acquired through operational experience and or developed overtime through coaching and mentoring programmes.
  • Attitude: Those characteristics which influence the behaviours of self, others, team and organisation as they interface with others in a collaborative venture.

It is recognised that roles and responsibilities will vary by organisation and function, and that in some circumstances these may be specifically delegated or assigned in the case of specific relationships. As such the generic profile of competences only includes high level considerations of function and is defined within the following categories (Note: Functional skills are included for guidance such as : CIPS Training or similar (Procurement), CIPD (HR), Prince 2, APM, MSP or similar (PMs), IRM or Similar training (Risk Managers), CQI or Auditor training (Assessors) , IACCM or similar Commercial/Contract Management (Commercial):

Operatives: Members within a collaborative venture where they will not necessarily need detailed knowledge of the systems and processes that underpin such arrangements but where their individual behaviours may impact outcomes.

Team Leaders: Those individuals responsible for directing and managing teams, internal or jointly within a collaborative venture.

Programme Management & Champions: Responsible for implementation and day to day operation of the Collaborative Business Relationship Management System (CBRMS) within organisations and collaborative ventures.

Executives & SER: Senior Executives Responsible for identifying strategic relationship, the scope and boundary of the CBRMS, developing policy, internal management systems, support, leadership, and oversight of operational activities.

Assessors: Internal compliance teams and third party auditors with responsibility to validate operational implementation of CBRMS.

Facilitators & Coordinators: Those supporting implementation of CBRMS programmes, assigned relationship managers, facilitators supporting ongoing collaborative activities and third party consultants engaged to support collaborative programmes.

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