Collaborative Change: Creating High Performance Partnerships and Alliances Review

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Collaborative Change: Creating High Performance Partnerships and Alliances ReviewThis book is a fine example of the collaboration it describes. It brings together in a number of "war stories", in one instance quite literally, from experienced practitioners, that each bring to life the points that the authors are trying to get across. This makes it both thought provoking and entertaining. The geography ranges around the world from the UK via Iraq to Australia and on to Canada. It visits government departments, IT companies, war zones with the piece de resistance the dynamics of dog sledding. Yet it offers good sound guidance for managing collaborative relationships and includes sage advice about where contract and commercial management fits. A jewel in the crown is the chapter by the author of the brand new British standard BS11000 for Collaborative Business Relationship Standard Framework. All in all a cracking good read and a handy guide to have on hand.Collaborative Change: Creating High Performance Partnerships and Alliances OverviewIn their second book Gibbs and Humphries look at how the need for constant organisational improvements and the increase in partnering come together in what they describe as Collaborative Change.This book describes the underlying concepts and models that can be applied, and critically draws heavily on personal experience to shed light on how effective change can be executed through high performing partnerships. This 'experience' is related in many case topical studies which include war-fighting in Iraq, team management on a husky sledge and operating global, virtual teams in the British Civil Service.Contributing authors include: Tim Barnsley, Tim Cummins, Andrew Downard, Graham Haines, Peter Hunter, David Hawkins, Anthony Kesten and Chris Markey.

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