Advanced Collaboration Process

Our software and methods are derived from our unique hands-on research into 330 strategies, transformations, programs, mergers, policies, process improvements, and similar ‘strategic collaborations.’

SchellingPoint’s research into 330 organizational collaborations and consulting projects produced the Science of Coordinated Action™, taught at leading business schools.

This research surfaced that collaboration is a ‘fragile’ process – there are many places where errors can occur, and even the best people can make them.  Further, any error in one step compounds with error in later steps to create irrecoverable value loss. Commonalities in the errors appeared and preventive mitigations were identified. 

These methods, plus other concepts and frames developed from the research, comprise the Advanced Collaboration Process™.

330 Unique Organizational Initiatives

3 Commonalities

Alignment Optimization™

How to create groups genuinely committed
to their agreements, goals, and plans.

Outside In Systems™

How to ensure a group’s agreements, goals,
and plans are the most valuable and viable.


Software taking a group along the shortest path from
seeing a new need to creating sustained impact.

1 Advanced Collaboration Process

This image is SchellingPoint's Triple Helix of Project Collaboration - in this case highlighting examples of Advanced Consulting Process support for projects.

The result of applying Agile and Six Sigma thinking to the collaboration process

Every Group a Collaboration

The Same, not Snowflakes

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

Mitigating the constraints

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.

The Virtual Dialogue

Quality In, More Chance of Quality 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.

4 Collaboration Outputs

When is Enough?

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.

Drift Monitoring

Reinvent Governance

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.

See What Clients are Saying about the Process:

By using this process, we believe we will be able to save the organization. (They did.)

Services Firm Losing Gov't Funding

The process cut through the politics like a hot knife through butter.

Asst. Policy Director
Gov' Agency Policy Development

Far exceeded my expectations regarding how far our group could come to agreement on a very difficult topic.

Executive Director
State Agency

The process cuts through the junk and gets straight to the issues and the results.

Head of OD
Internal Consulting Leader

I recommend this methodology to any group that wants to move an issue forward.

Engineering Organization

I’ve done 100’s of group sessions. I wish I’d had this.

Director, Consulting
Fortune 100 Services Firm
Applied Research & Solutions for Practitioners

We saw how the research and its insights could be made sharable and scalable – so those involved in strategic organizational collaborations could produce stronger outcomes sooner for less effort.

Advanced Collaboration Software

Advanced Collaboration Methods

Once we identified how the strategic collaboration process needed to be adjusted, we were able to identify where technology could help those steps be done right, every time, with speed and efficiency.

By asking “How should this step be done to produce the best outputs and outcomes?” we were able to identify detailed how-to which could be taught and replicated.