Change LET Group10

7/28/2019 Change LET Group10

1/25

Group 10: Marc DELMOTTE, Karen EPHRATI, Isabel

GARCIA, Ina RODENHEBER, Jeffrey SAPEY 22.11.2012

Change Management

Logistics Emergency Teams


2/25

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


3/25

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


4/25

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


5/25

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)


6/25

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)


7/25


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

7

(Waddock, 1988)


8/25


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

8

(Waddock, 1988)


9/25


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

9

(Waddock, 1988)


10/25


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

10

(Waddock, 1988)


11/25

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

11

(Thomas & Fritz, 2006)


12/25

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

12

(Waddock, 1988)


13/25

Link to change management

3 impact levels

13

Society

Organization

Individual


14/25

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

14

(Unicef.org/media)


15/25

Impact on the organization

15

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


16/25

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

16



17/25


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


18/25


18

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)


19/25

Impact on the individual (employee)

19

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


20/25

Impact on the individual (employee)

20


21/25

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

21


22/25

Thank you for your attention.

22


23/25

Questions ?

23


24/25

Discussion

Which events could potentially dissolve the

partnership?

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

24


25/25

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

Date post:	03-Apr-2018
Category:	Documents
Upload:	8dimensions
View:	215 times
Download:	0 times

Change LET Group10

Documents