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Change LET Group10

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    Group 10: Marc DELMOTTE, Karen EPHRATI, Isabel

    GARCIA, Ina RODENHEBER, Jeffrey SAPEY 22.11.2012

    Change Management

    Logistics Emergency Teams

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    Agenda

    Introduction

    Cross-Sector Partnerships

    3 sectors Success factors & challenges

    Link to change management 3 impact levels

    Society Organization - Individual

    Conclusion Lessons learned

    Discussion

    2

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    Introduction

    Research questions

    1) Discuss the success factors and challenges inherent in

    Cross-Sector Partnerships.

    2) Where do you see a link to change management?

    3

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    Cross-Sector Partnerships

    Multicompany Integrative Partnerships (Thomas & Fritz, 2006)

    Peers both from private and civil society sectors come together

    Integration: make full use of everyones core competencies

    Requirement of a third party

    build trust

    solve cultural problems

    understand each others

    assets and expertise

    PrivateCivil

    SocietyPublic

    4

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    Cross-Sector Partnerships: Success Factors

    Guidelines & specific goal

    Definition of the partnerships purpose

    Clear purpose at the outset

    Or it emerges over time

    Purpose of the LET: Provide coordinated, logistics-focused emergency

    support to humanitarian agencies.

    5 core principles

    3 deployment criteria

    5

    (Waddock, 1988)

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    Reinforcement of their

    reputations

    Demonstration of good

    intentions

    Attraction of employees

    Enhancement of their

    relationships with donors

    become more efficient at

    alleviating suffering benefit from the expertise of

    the companies

    Companies (Private sector) Aid agencies (Civil society sector)

    Mutual Benefit

    Without some gain expected by all partners, success will be limited.

    Waddock, 1988

    6

    Cross-Sector Partnerships: Success Factors(Waddock, 1988)

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    Cross-Sector Partnerships: Success Factors

    Choosing the right partner

    Identify an organization which has a stake in resolving the problem

    Show corporate social responsibility

    Strong commitment

    Great deal of commitment on all sides (resources, time, effort)

    Cooperation in order to solve a problem important for everyone

    Active involvement

    In the field, the deployed employees are no more Agility, Maersk, UPS or TNT.

    They are part of our team; they are living with us.Matteo Perrone, WFP

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    (Waddock, 1988)

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    Cross-Sector Partnerships: Success Factors

    Excellent staff

    Rigorous selection process

    Joint training sessions

    Simulation exercises & scenarios

    Mental preparedness

    On the ground experience

    Theperson is often shocked during the first 2 days [], they work twice ashard as in their ordinary work because they know if theydont, kids

    may be dying.Matteo Perrone, WFP

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    (Waddock, 1988)

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    Cross-Sector Partnerships: Success Factors

    Power balance

    Balance between decision-making power

    & consensus-building efforts

    Governance of the LET Steering Committee rotates among the

    companies every 2 years

    UN Logistics Cluster, led by the WFP, as a third party

    Coordination of HR, assets, timeframe, locations, exit plan

    How & why defined by a third party

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    (Waddock, 1988)

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    Cross-Sector Partnerships: Success Factors

    Trust

    Members of the 3 sectors have

    negative stereotypes of each other

    Establishing trust is vital

    Building a firewall around the

    pro bono activities: Definition of boundaries

    between the LETs pro bono sphere and commercial operations

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    (Waddock, 1988)

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    Cross-Sector Partnerships: Challenges

    Culture clash

    Risks for the reputation vs. lack of efficiency

    Aid agencies see profit-driven

    corporations with suspicion

    Difficulties in establishing effective

    channels of communication

    Differences in professional vocabulary,

    time horizons, expectations and metricsmisunderstandings

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    (Thomas & Fritz, 2006)

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    Cross-Sector Partnerships: Challenges

    Fragility

    Understanding what is a successful partnership

    provide information to keep partners hooked

    When you are at the point where you have developed a common

    understanding, then you may move forward and draw a more formal MoU.

    (F. Clary, Agility)

    Unstable relations

    Partnerships take time to develop

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    (Waddock, 1988)

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    Link to change management

    3 impact levels

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    Society

    Organization

    Individual

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    Impact on society

    Large scale natural disasters take lives and

    wreck local infrastructure

    Often problems cannot be solved by

    governments alone

    The partnership

    helps saving lives and brings resources to those

    in need

    improves the lives of millions of people,alleviates suffering

    contributes to development and peace

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    (Unicef.org/media)

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    Impact on the organization

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    Implementation of a new activity : integration into the overall CSR

    strategy

    Develop internal programs

    Broaden collaboration skills

    Working with strangers

    Sharing best practices with others

    Create internal transparency: share experiences, stories

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    Way of working changes

    Corporations: Predictable environment

    Natural disasters: Unpredictable environment

    Companies learn from humanitarian agencies

    You have to learn flexibility, butthats tough. If we change one of the

    parameters, this has an impact for our overall resource portfolio.

    (F. Clary, Agility)

    Ambidexterity

    Conciliation of the main activities of the company with the

    humanitarian activities

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    Impact on the organization

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    Impact on the organization

    17

    Implementation ofLETs activities

    To ensure smooth implementation, organizations need to develop and/or

    adapt internal programs with adequate internal policies

    The LET became a functional part of our HELP program. We borrowed from

    HELP to develop the LET and, at the same time we borrowed from the

    LETto improve our HELP program.(F. Clary, Agility)

    Moving the world

    program

    Humanitarian and

    Emergency Logistics

    Program (HELP)

    Logistics Action Teams

    (LATs) established with

    the American Red Cross

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    Impact on the organization

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    Project Management

    Logistics Emergency Teams are conducted as projects

    Rigorous selection process of volunteers

    Joint training sessions

    Advantages:

    Cross-department teams

    Micro-decisions

    Challenges:

    Selection of wrong team members

    LET interests vs individual interests

    Conflicts between LET engagement and normal activities

    Psychological issues related to the end of projects

    (Allard-Poesi & Perret, 2004)

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    Impact on the individual (employee)

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    Personal development

    Dealing with emergency situations

    Psychological impact

    Our staff [...] comes back with an immense feeling of satisfaction andgratification [...]. They share their experience with everyone else, which builds

    a very strong engagement culture among staff.Jen Janice Mohamed, TNT Express

    Professional development

    Decision-making skills

    Working with competitors

    Strong engagement culture

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    Impact on the individual (employee)

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    Conclusion Lessons learned

    Benefits for each party of the partnership

    Building trust one of the most important aspects

    LET approach converges to the studied theory

    Awareness of challenges efforts to overcome them

    Strength of the partnerships come from their relationships

    Very Important: Be prepared BEFORE the next disaster arrives

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    Thank you for your attention.

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    Questions ?

    23

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    Discussion

    Which events could potentially dissolve the

    partnership?

    How could they expand the partnerships impact andat the same time consolidate the status quo?

    24

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    References

    Waddock, S.A. (1988).Building Successful Social Partnerships. Sloan

    Management Review, 29(4), 17-23.

    Thomas, A. and Fritz, L. (2006). Disaster Relief Inc. Harvard Business Review,

    84(11), 114-12.

    Schwab, K. (2008). Global Corporate Citizenship Working with Governments

    and Civil society. Foreign Affairs, 87(1), 107-118.

    http://www.logisticsemergency.org, accessed November 2012

    http://www.unicef.org/media/media_11989.html, accessed November 2012

    Allard-Poesi, F. and Perret, V. (2004). Les reprsentations du problme dans la

    recherche-action : Dfinitions et illustration au travers de llaboration dunprojet stratgique. Centre dEtudes et de Recherche en Management de

    Touraine(17)

    Interview with Sean Doherty, Director, Supply Chain & Transport Industry,

    World Economic Forum, 19.11.2012

    25

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