Strategic Collaboration Process

The shortest path to coordinated action

A Research-Based Approach to Group Success

  • SchellingPoint researched over 330 organizational initiatives and management consulting projects to surface previously unknown barriers to successful group goal-setting and problem-solving.
  • This research surfaced that collaboration is a ‘fragile’ process – there are many places where errors can occur, and even the best people make them.
  • Error in one step adds to error in later steps to create an irrecoverable reduction in results. We identified and field-tested solutions to the common errors.

The Most Efficient and Effective Process for Conducting Strategic Collaboration

Derived from the direct study of over 330 strategies, transformations, mergers, innovations, management consulting, and change projects

 

SchellingPoint's Strategic Collaboration helix image with a process focus.

Finally, Proven Research-based Concepts
for Successful Strategic Collaborations

EVERY GROUP A COLLABORATION

Unique and Identical

One group might be the three founders of a fintech venture clarifying their first year’s goals, the other might be a Fortune 500 healthcare leadership team revising their three-year strategy; they are both strategic collaborations.

TRANSPARENT TRIAGE

Pinpoint the Necessary Conversations

How do groups, and consultants running projects, transition from discovery to solutioning, pinpointing what needs to be discussed, and in what sequence? This traditionally unstructured project room task becomes a rapid interaction creating client commitment to the right conversations.

VERIFIED VIABILITY

All Constraints Mitigated

The typical business case Risk Analysis cites 5 to 7 possible issues, then provides remedies to them. With groups seeing on average 61 different reasons why their goals and plans won’t work, they needed an authentic process acknowledging reality.

A VIRTUAL DIALOGUE

Greater Quality In and Out

Groups of two to ten people – most leadership and project teams – have over 140 unique and relevant opinions on a shared topic, on average – twice what is expressed in conventional meetings and workshops. Don’t leave anything unsaid in your next collaboration.

FOUR CORE OUTPUTS

What is Enough Talking?

Groups want action plans, but what they need is coordinated action.  There are four conditions for coordinated action which their agreement, goal-setting, and planning activities must produce.

MANAGE TO SUCCESS

Governance Transformed

Few groups want to hear the implementation truth; the negative views, the ideas that failed, the new information that could disrupt their hard-fought plans. To maintain alignment through to outcomes, a new governance method ensures reality and change are accommodated.