It is recommended to read the posting titled: "Why Partnering in Organizations" to get an overview about Partnering general benefits, then read onwards for a deeper analysis of specific "Organizational Advantages from Partnering":
First: Learning Flexible Organization:
The environmental changes of organizational environments have forced a shift in the high leverage points of high performance from Bureaucratic to Flexible organizations.
Bureaucratic organizations perform structural changes to adapt to the changing environment. If these changes don’t fit with the existing culture, they will not be successfully implemented. Emphasizing on the great influence that culture has on both short and long term organizational performance; Flexible Organizations ensure that CULTURAL change must precede STRUCTURAL change. Fig. below list changes according to their depth in the cultural hierarchy.
Figure: changes and their depth in hierarchy
On the long run, the organization will be able to learn from all stakeholders (involved in partnering process) and evolve into a Learning Organization (LO) Fig. below. Strategy developments / initiatives will then emerge at all organizational levels not only the highest levels.
Figure: partnering leading to Learning Organization
Second: Higher Empowerment Levels
When partnering calls all stakeholders to develop shared objectives, trust and open communication, this will encourage more involvement at all levels and among all stakeholders. The overall power of the organization (the sum of power of people within the organization) increases also due to the increased number of “active” powers compared to traditional bureaucratic organizations.
Third: The Target Model
Target Culture (‘Adaptive Culture’ characterized by the virtuous cycle in fig. below) will enable target “Organic Organization” That uses key competencies to bring together other organizations in temporary configurations for particular projects (Fit with the environment and make economic sense).
About The Author
- Eng. Samer el Barakeh, MPM, PMP
- Samer el Barakeh was born in Lebanon, 1973. He completed his Bachelor in Engineering-CCE at Beirut Arab University-Lebanon in 1996 with honours. Samer was granted Masters Degree in Project Management (MPM) from the University of Sydney-Australia with honours. He also gained the Project Management Professional (PMP) Credential from The Project Management Institute (PMI). Samer is a member of the Order of Architects and Engineers in Lebanon since 1996, The Project Management Institute (PMI), Arabian Gulf Chapter (AGC-PMI) and Lebanon Chapter-PMI. During his 13 years of professional experience in Lebanon, Australia and Saudi Arabia, Samer held many positions among them: Telecommunication Site Engineer, Site Manager, Low Current Service Head, and he is currently Senior Systems Analyst at the General Project Construction Division. Samer is a Project Management Consultant and Training Provider for universal organizations like Business Management Consultants (USA) www.bmc-online.com and PMCTQuest (Canada) www.pmctquest.com Samer is a Registered Training Provider for Project Management Professional (PMP), and he provides training in Program Management, Portfolio Management,PMO...
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- A comparison between PMBOK and Prince2 Methodologies and reflection on case study examples (1)
- ABC to Avoid Project Failure (1)
- Business Case and Quantitative Benefits (1)
- Do we need more 'Planners' ? (1)
- Fasilitator in Partnering-A Coincise Shot (1)
- How to Ensure Stratgic Alignment of Our Projects? (1)
- Individual Dissimilarity and Team Work (1)
- Knowledge Management (1)
- Maturity Models-The Pros and Cons (1)
- Organizational Advantages from Partnering (1)
- Organizational Maturity: Lets Head Upwards... (1)
- Organizational Strategy and Project Alignement (1)
- Practical Solutions 1 of 6: Introduce RMMM (1)
- Practical Solutions 2 of 6: Facilitate Change to Perk up Maturity (1)
- Practical Solutions 3 of 6: Leverage Organisational Culture Barrier (1)
- Practical Solutions 4 of 6: Organisational Cultural Alignment (1)
- Practical Solutions 5 of 6: Defining a Unified Decision Making Tool (1)
- Practical Solutions 6 of 6: Understanding The Paradox of Control (1)
- Programme Management to Implement Strategy (1)
- Project Management and Construction Management (1)
- Project Managers relocated before Proper Project Closure and Learning Lessons (1)
- Project Managers' Power (1)
- Strategic Planning (1)
- Successful Project Management Office-PMO (1)
- System Thinking: Archetypes at Work... (1)
- The Partnering Change Process (1)
- The Upper Hand… Leadership skills or Processes? (1)
- Thinking about change needed? Maybe you should be more ‘worried’ about how to make it real (1)
- Vision Mission and Objectives What and Why? (1)
- What is meant by Portfolio and Programme Management (1)
- Why Partnering in Organizations? (1)
February 18, 2008
Organizational Advantages from Partnering
Posted by Eng. Samer el Barakeh, MPM, PMP at 2:02 PM 0 comments
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All Titles
A comparison between PMBOK and Prince2 Methodologies and reflection on case study examples
ABC to Avoid Project Failure
Business Case and Quantitative Benefits
Do we need more 'Planners' ?
Fasilitator in Partnering-A Coincise Shot
How to Ensure Stratgic Alignment of Our Projects?
Individual Dissimilarity and Team Work
Knowledge Management
Maturity Models-The Pros and Cons
Organizational Advantages from Partnering
Organizational Maturity: Lets Head Upwards...
Organizational Strategy and Project Alignement
Practical Solutions 1 of 6: Introduce RMMM
Practical Solutions 2 of 6: Facilitate Change to Perk up Maturity
Practical Solutions 3 of 6: Leverage Organisational Culture Barrier
Practical Solutions 4 of 6: Organisational Cultural Alignment
Practical Solutions 5 of 6: Defining a Unified Decision Making Tool
Practical Solutions 6 of 6: Understanding The Paradox of Control
Programme Management to Implement Strategy
Project Management and Construction Management
Project Managers relocated before Proper Project Closure and Learning Lessons
Project Managers' Power
Strategic Planning
Successful Project Management Office-PMO
System Thinking: Archetypes at Work...
The Partnering Change Process
The Upper Hand… Leadership skills or Processes?
Thinking about change needed? Maybe you should be more ‘worried’ about how to make it real
Vision Mission and Objectives What and Why?
What is meant by Portfolio and Programme Management
Why Partnering in Organizations?