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What is quality management? I have a easy and clear answer to this query. Quality management means meeting the requirements of all parties interested in your organization – stakeholders who have invested in your organization, your customers, business partners and regulators.
ISO standards are the results of best practices that ISO member countries bring together in one place to help others learn from their experiences and avoid reinventing the wheel. It is not dedicated to quality management in the manufacturing sector, as many assume. ISO’s role is to manage knowledge through the flow of best practices already undertaken by its member states. These best practices are available across all sectors, including what I’ll discuss in this text: collaborative or collaborative business relationships. ISO44001.
What is ISO 44001?
ISO 44001 is based on best practices that function a benchmark for creating collaborative business relationships, whether you are an entrepreneur, an SME, or a public sector or government agency. However, as I said, this must be seen as a reference point and there is little doubt that it must be adapted to the context of your organization.
ISO 44001 is a management system. The word “system” must be emphasized here. What is a management system or systematic approach to management? I have one other easy, clear answer: a systematic approach to management means acting according to predetermined processes. In other words, if you have a system implemented in your organization, it doesn’t matter who, what and when – everyone must at all times follow the previously defined processes. You might ask, “What about specific situations?” Even in specific situations, people will follow predefined processes designed for those specific scenarios.
The results of implementing the ISO 44001 requirements standards is a series of processes that must be used when creating a collaborative relationship, equivalent to a three way partnership – from determining which operations are higher performed jointly with other corporations, to a controlled exit from the partnership.
How to establish business cooperation
Now I would like to provide insight into establishing collaborative business relationships as required by ISO 44001, but in a completely simplified way. Of course, it might take several books, let alone an article, to fully understand the standard.
Identify and define value-adding opportunities
The first step is to discover and define the added value opportunities that will be achieved by working together. Collaboration means identifying capabilities and capabilities that may complement each other. Sometimes you have capabilities that need to be made available by a collaborative partner who can leverage their capabilities by leveraging your capabilities. In one other scenario, chances are you’ll have capabilities that require additional processing power beyond your individual to be fully utilized. When you discover your untapped potential or opportunities, you’ll give you the chance to define the scope of labor that may add value if done inside a collaborative relationship. This defines the boundaries of your work together.
Why do you would like to set boundaries for the work that can be done together? The point is that you simply start cooperation when you have a goal that exceeds your abilities and capabilities. To be sustainable, it is extremely essential to first leverage your individual opportunities based on your individual capabilities. Then, if you discover untapped capabilities or capabilities that need to be supplemented by others to create value, you may scope out collaborative work beyond your individual sustainable business. Be careful that working together does not interfere with your ongoing operations. The possible failure of your joint efforts must not affect your lasting actions.
Define your goals and how you intend to achieve them
Next, what are the specific work goals that will be achieved collaboratively and what is your plan to achieve them? You focus on a specific product (good or service) that exceeds your current capabilities or capabilities and requires complementary relationships to be realized. The goal of your work together is this product. You need to plan for a company that can ultimately deliver a specific product. This plan outlines all business requirements and clearly demonstrates your contribution and commitment based on untapped opportunities and opportunities. It also determines what others should contribute in a collaborative business relationship to complement your relationship and create value.
Once it becomes clear what you wish to achieve and what capabilities you have that can enable your business case to be realized, you’ll give you the chance to discover the criteria that your collaborative partner must meet to complement you.
Prepare to negotiate
You will then begin negotiations with potential cooperation partners who meet the criteria you specify. The business leaders you negotiate with must have the same level of understanding of what’s going to occur as you do. Your own ideas led you to start a latest business enterprise because your ideas reflect the aspects that influence your decision-making. Being well prepared for negotiations means understanding the aspects that motivate potential partners to make decisions.
A great relationship is one that creates value for all parties involved based on what “value” means to them. So do enough homework to understand what “value” means to potential partners.
Define risk ownership
When determining what each party will bring to the relationship and what it would take away, ownership of the risk have to be clearly defined. Risk must be allocated among collaborative partners based on their responsibilities, which are related to the capabilities or capabilities they bring about to the relationship.
Exit strategy
Finally, you would like a clear exit strategy for the pullback phase. Collaborative relationships should have a predetermined end time based on the goals that can be achieved by working together. More importantly, there must be a predetermined series of exit triggers in the event of a failed work experience or unmet expectations of the collaborating parties. In all cases, whether termination is due to successful completion or failure, all parties have to be clear about who owns what. Everything from tangible and intangible assets to debt should have a predetermined owner based on the business case and risk ownership.