Our most valuable assets - The liberated organisation

In our previous post we showed what happens when people are left out of the equation of starting a new collaborative relationship. In this post we’d like to look on the bright side of what happens when you get it right.

 From the start it is necessary to establish an environment that encourages people to thrive and be innovative. This will require investment in human resources both at management and operational levels. Relationship managers will need to design an organisation that ensures all involved will know where they fit and what they have to do in the joint enterprise. They will consider the staff that they have and how to utilise them to get the best results. They will seek wide contributions from ‘the troops’ in the partnering organisations and continue to do so throughout the project in order to adapt promptly to new opportunities. The overall aim of this is to ensure that employees are well-placed to deliver results, communication between departments is seamless and decisions can be made efficiently.

 If this is done well it will generate excitement and enthusiasm for something important and different in which all will have a part to play. Staff will eagerly live the change and make it happen together as a team. Creativity becomes a way of life. This may well lead to exciting new job opportunities and development of new skills and experience which will encourage staff retention and quality external applicants. In such a high-achieving environment there will be many successes which will be celebrated and rewarded.

 Thus, it is vital to remember that an energised, well-managed team is the route to alliance prosperity.