The 3% rule - 3% of your project network are the key influencers and they have the capacity to reach over 85% of your people.
The trick is to find the right 3%.
(HANSGAARD, 2020)
Collective Decision-making Frameworks: we work with projects to enable the right knowledge at the right time for effective decision-making, through project characterisation, embedding different perspectives and mining of knowledge sharing networks.
Bridging processes: we simplify complex relationships and processes to enable operationalisation of legal/ contractual/aspirational commitments, bridging between multiple stakeholders and establishing knowledge pathways.
The Perspectives
Networks
Complex projects are delivered by many different networks of people working across organisational and contractual boundaries. Creating the right environment to get high performing teams in place quickly can be challenging. Co.Cre8 works with teams to set up the right relationships, routines and environment, focusing on key influencers and connectors; the right skills at the right time for maximum impact. This approach is particularly powerful at the set up of a contract or initiative to fast track getting relationships and routines in place, when multiple parties are required to work closely together such as in a JV or Delivery Partner model or when teams are not working effectively together or decisions are not being made.
This approach has been used successfully for the TfL/HS2 contractual interface model enabling both organisations to work together within the context of their own internal processes to meet their legal obligations at a working level. The Blue Book was developed as a set of bridging processes to meet this need.
KNOWLEDGE
Influencers and connectors are key people within a project’s network, who support knowledge to flow through the network. It is essential that these people also link into the cross-programme/organisational knowledge networks if they exist and providing them with the tools to be able to find and capture, and disseminate knowledge. Co.Cre8 supports teams to capture learnings and where required frameworks to manage that learning.
BEHAVIOURS
In forming the network we need to understand the attitudes, behaviours, blockers and opportunities. We need to know if the aspirations are realistic/possible. We work with the leadership and teams to understand this and help stimulate the correct environment and culture where the vision, values and deliverables within the structure are understood, applied and supported throughout. Delivered through behavioural analysis, learning, coaching and mentoring – finding the 3% and enabling the whole.
CASE STUDY
Transport for London
Role
Jo Lucas, Co.Cre8 director, negotiated the legal framework and Functional Requirements between TfL and HS2 and underpinned these with bridging processes known as ‘The Blue Book’. Co.Cre8 Ltd provided consultancy to TfL through The Nichols Group framework contract. She has successfully reset the relationship between TfL and HS2 and created the framework to mitigate the known risk of working with complex third parties.
Lead Approach
CASE STUDY
HS2
Role
Jo Lucas joined Phase 2a of HS2 Ltd, as an independent consultant just after the Route Announcement (SOBC). She led the technical interface to develop the Hybrid Bill ready for deposit (OBC) until handing over to the bill team, mitigating a 17 week delay in the process delivering the Bill to the ambitious original deposit date.
Lead Approach
