ISO 44003:2021 pdf download – Collaborative business relationship management — Guidelines for micro, small and medium-sized enterprises on the implementation of the fundamental principles.
5 Implementation of the principles of collaborative business relationships management 5.1 Relationship management 5.1.1 What: summary of the intent Relationship management is important to managing and sustaining collaborative relationships and underpins their success. This does not need to be a complex process but should be one which can be easily understood and communicated across the organization and to external parties. 5.1.2 Why: explanation of relevance To be sustainable and deliver value over time, a collaborative relationship needs to have a continued focus on effective relationship management. Collaborative relationships that are based solely on personal relationships, although important, are vulnerable where personnel can change over time. A documented approach enables consistency and improvement over time. Furthermore, those joining the relationship have a clear perspective on the way it is to be managed and the expectations of the parties involved. 5.1.3 How: implementation guidance 5.1.3.1 Establishment of the relationship management plan (RMP) The owners and/or managers need to understand their market, their business environment and the expectations of their stakeholders. They should identify those areas of the external and internal environment in which the business seeks to achieve its objectives. The starting point should be an identification and internal assessment of the current relationships within which the organization is engaged. This is likely to include customers, any external partners, key suppliers and, on occasions where there is a split responsibility across the organization (e.g. products and services), internal coordination.
5.3 Business objectives 5.3.1 What: summary of the intent Objectives that are clear and commonly understood across the organization help engender a more efficient focus at all levels, ensuring that the collaboration’s objectives can be achieved through the relationship to support continued effective engagement at all levels and sustained mutual benefit. 5.3.2 Why: explanation of relevance Chances of success are improved when drivers for collaboration support the business objectives of each organization. Such approaches will require effort and resources to achieve the desired goals and outcomes. 5.3.3 How: implementation guidance 5.3.3.1 Establishing objectives The owners and/or managers should identify the objectives of each specific collaborative business relationship. For each of them, they should define and prioritize the desired outcomes and evaluate the significant benefits and the risks that can arise. Defining the objectives for the operation and ensuring these are communicated across the organization is crucial, particularly where it can be advantageous to adopt a collaborative approach to achieve them. 5.3.3.2 Define a business case Having defined what are the opportunities to be developed, the owners and/or managers should create a strategy and business case for each of them. This document should clearly identify the opportunity, objectives, value, risks, resources and partners for the potential collaborative relationship. The main results of this assessment for any specific opportunity should be incorporated into the RMP.
5.3.3.6 Assessment of joint objectives The owners and/or managers should identify where collaborative working can deliver shared benefits and should understand which of each partner ’s objectives overlap and where common goals can be achieved. The parties should jointly follow these steps: — each party should identify their own objectives; — the rationale behind them should be explained to the other party; — joint objectives should be established; — it should be ensured that other individual objectives are compatible. 5.3.3.7 Managing the objectives Ensuring that each partner ’s objectives are being achieved through the relationship will support the right behaviours and continued effective engagement at both organizational and individual levels to sustain mutual benefit. Throughout the relationship, regular reviews should assess the performance and behaviours. 5.4 Collaborative leadership 5.4.1 What: summary of the intent Appointing a senior person who is empowered and with the appropriate skills responsible for collaborative business relationships ensures support for the collaboration. 5.4.2 Why: explanation of relevance A clear commitment to the collaborative business relationship from the owners/managers, leading by example and forging alignment to a shared vision, is essential to successful implementation. Visible participation by a senior person provides both focus and confidence for those directly involved in any collaboration, which in turn fosters the appropriate behaviours. 5.4.3 How: implementation guidance 5.4.3.1 SER role The SER role is to ensure that the operating processes are effective and practically applied. They provide high level support in terms of oversight management and resource allocation. Their visible participation provides both focus and confidence for those directly involved in any collaboration, which in turn fosters the appropriate behaviours at all levels.
