Change Management Logistics Emergency Teams

Group 10: Marc DELMOTTE, Karen EPHRATI, Isabel GARCIA, Ina RODENHEBER, Jeffrey SAPEY 22.11.2012

Agenda
2

Introduction

Cross-Sector Partnerships

3 sectors Success factors & challenges

Link to change management 3 impact levels

Society Organization - Individual

Conclusion Lessons learned Discussion

Introduction
3

Research questions
1) Discuss the success factors and challenges inherent in

Cross-Sector Partnerships.
2) Where do you see a link to change management?

Cross-Sector Partnerships
4

Private

Civil Society

Public

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

Cross-Sector Partnerships: Success Factors

(Waddock, 1988)
5

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

Cross-Sector Partnerships: Success Factors

(Waddock, 1988)
6

Mutual Benefit Companies (Private sector)

Aid agencies (Civil society sector)

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

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

Waddock, 1988

Cross-Sector Partnerships: Success Factors

(Waddock, 1988)
7

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

Cross-Sector Partnerships: Success Factors

(Waddock, 1988)
8

Excellent staff

Rigorous selection process

Joint training sessions Simulation exercises & scenarios Mental preparedness On the ground experience
The person is often shocked during the first 2 days [], they work twice as hard as in their ordinary work because they know if they dont, kids may be dying. Matteo Perrone, WFP

Cross-Sector Partnerships: Success Factors

(Waddock, 1988)
9

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

Cross-Sector Partnerships: Success Factors

(Waddock, 1988)
10

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

Cross-Sector Partnerships: Challenges

(Thomas & Fritz, 2006)
11

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 metrics misunderstandings

Cross-Sector Partnerships: Challenges

(Waddock, 1988)
12

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

Link to change management

13

3 impact levels

Society
Organization

Individual

Impact on society
14

(Unicef.org/media)

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

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

Impact on the organization

16

Way of working changes

Corporations: Predictable environment Natural disasters: Unpredictable environment Companies learn from humanitarian agencies
You have to learn flexibility, but thats 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

Impact on the organization

17

Implementation of LETs activities

To ensure smooth implementation, organizations need to develop and/or adapt internal programs with adequate internal policies
Moving the world

program
Humanitarian and Emergency Logistics Program (HELP) Logistics Action Teams (LATs) established with the American Red Cross

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 LET to improve our HELP program. (F. Clary, Agility)

Impact on the organization

18

(Allard-Poesi & Perret, 2004)

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

Impact on the individual (employee)

19

Personal development Dealing with emergency situations Psychological impact

Our staff [...] comes back with an immense feeling of satisfaction and gratification [...]. 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

Impact on the individual (employee)

20

Conclusion Lessons learned

21

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

Thank you for your attention.

22

Questions ?
23

Discussion
24

Which events could potentially dissolve the partnership? How could they expand the partnerships impact and at the same time consolidate the status quo?

References
25

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 dun projet 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