SUSTAINING AND EXPANDING IMPACT

BUILD NEXT LEVEL CONTAINER

When the time comes for taking the collaboration to the next level of impact, institutionalizing or replicating its success, new challenges are bound to arise. It is not always possible for the core group or a project secretariat that successfully implemented the initiative to manage an initiative’s long-term implementation as well. They may have done their best to take the initiative to this point; now other people need to take over and continue. New stakeholders need to get engaged.

CREATE MANAGEMENT STRUCTURES

Some collaboration initiatives have served their purpose after Phase 3 and do not need to be continued. However, others may warrant the further development of more formal structures for a next level impact. Replication or institutionalization to expand the impact requires new and more formalized management. The collaboration ecosystem needs to be converted into an organizational structure. It will assume an institutionalized identity, be it in the form of a new legal entity or the integration into existing legal entities. Hence, management structures need to be put in place.

ESTABLISH GOVERNANCE AND LEARNING STRUCTURES

Taking a collaboration initiative to the next level of impact poses new challenges. Visions need to be revived and renewed. The complementary contribution and the purpose of the now much more formalized organizational structure needs to be revisited. It is therefore important to stay faithful to the original intent of bringing forward transformative change in collaboration with multiple stakeholders. This will require more representative governance structures and above all, deliberately created spaces and structures for learning together how to expand and sustain the impact.

Possible ways to BUILD NEXT LEVEL CONTAINER:

Ensure that main actors in the collaboration initiative agree on strategies to take the initiative to the next level of impact.
Create opportunities for participating stakeholders to communicate the prospects of these strategies.
Utilize the governance structures of the collaboration initiative to design phase 4.
Integrate new stakeholders into the Container.
Establish a broader network of dedicated and interested stakeholders.
Design a process architecture for the engagement of new stakeholders following principles from phase 1.
Create events or meeting opportunities to engage new stakeholders.
Design a process architecture for wider engagement in a transparent and reliable way.

Guiding questions:

Can we replicate the process at another location?
Do we have a joint vision for the next level impact?
Do we have the reasoning and the strategy in place for an expanded impact?
Are there cooperation partners present who will promote the next level impact, the formalization or institutionalization of the collaboration initiative?
Who are the new stakeholders that need to be integrated to increase the impact?
What strategies need to be adapted or reviewed?
How can we help currently involved stakeholders to become messengers for the further development?
What alliances need to be maintained?
How can ownership, trust and commitment be sustained?

How to bring the Collective Leadership Compass to life while BUILDING THE NEXT LEVEL CONTAINER?

Engaging new people for the next level impact is of crucial importance.

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Possible ways to CREATE MANAGEMENT STRUCTURES:

As the purpose of the collaboration initiative is expanding repeat elements of phase 1, such as a renewed context analysis for expanding impact.
Clarify the legal embeddedness and establish respective entities or integrate the initiative into existing legal entities.
Create professional management structures that are able to lead towards the next level of impact.
Ensure the principles of stakeholder collaboration are reflected in adapted governance structures.
Revisit agreements between stakeholders as well as commitment and contributions.
Secure funding for a next level impact.
Ensure an adequate level of continuity of people in the new established management structure.
Appreciate the core groups work, keep them engaged and support them to accept the transition towards more formalized management structures
Ensure that stakeholders are consulted for strategy development by the new management structure.

Guiding questions:

What form of structure does achieving the next level of impact further require?
Do we need to create an institution or a legal body, or can we integrate the form of dialogue and collaboration into existing institutional procedures?
What is the management structure that can sustain outcomes?
How can we ensure the sustainability of results?
What is an appropriate process architecture for continuation?
Have we sufficiently attended to people in the creation of new structures?

How to bring the Collective Leadership Compass to life while CREATING MANAGEMENT STRUCTURES?

Entering into a more organizational approach and introducing management structures needs to be built on collaborative principles.

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Possible ways to ESTABLISH GOVERNANCE AND LEARNING STRUCTURES:

Keep the intent of stakeholder collaboration intact and build representative governance structures with formal election procedures.
Ensure formalized and transparent decision-decision-making processes. Re-establish more formalized steering committees or create an executive board.
Institutionalize learning and innovation events that include a wide range of stakeholders and provide opportunities for collective active reflection.
Prepare for stakeholders and supporters that expect increased results and impact.
Prepare for public criticism or critique from not yet involved stakeholders and engage them into conversations.
Keep the result focus and revive opportunities for creativity and collective active action among stakeholders.
Keep the long-term vision high on the agenda.
Establish meta-collaboration with other initiatives for increased impact.

Guiding questions:

What are the learning structures that the continuation of the collaboration initiative requires?
What governance structure does a next level collaborative impact require?
What expertise is required for expanding the collaboration initiative?
How can we integrate further capacity-development measures?
How can we measure the progress of success?
Have we re-evaluated/adapted our strategies for Phase 4?
Have we evaluated the lessons learned from Phase 3 and integrated them into the next planning?
Which other initiative should we more formally collaborate with to increase impact?

How to bring the Collective Leadership Compass to life while ESTABLISHING GOVERNANCE AND LEARNING STRUCTURES?

The original purpose and intent of the collaboration needs to be reflected in more formal governance structures.

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The Dialogic Change Model

Invigorating Collective Leadership in the result-oriented, structured planning of collaborative change

SUSTAINING AND EXPANDING IMPACT

BUILD NEXT LEVEL CONTAINER

CREATE MANAGEMENT STRUCTURES

ESTABLISH GOVERNANCE AND LEARNING STRUCTURES

Possible ways to BUILD NEXT LEVEL CONTAINER:

Guiding questions:

How to bring the Collective Leadership Compass to life while BUILDING THE NEXT LEVEL CONTAINER?

Phase 4 is about bringing creating lasting structure that ensure impact. But it may also become the foundation for larger systems change in meta collaboration with other initiatives or through replicating the success.

Possible ways to CREATE MANAGEMENT STRUCTURES:

Guiding questions:

How to bring the Collective Leadership Compass to life while CREATING MANAGEMENT STRUCTURES?

Phase 4 is about bringing creating lasting structure that ensure impact. But it may also become the foundation for larger systems change in meta collaboration with other initiatives or through replicating the success.

Possible ways to ESTABLISH GOVERNANCE AND LEARNING STRUCTURES:

Guiding questions:

How to bring the Collective Leadership Compass to life while ESTABLISHING GOVERNANCE AND LEARNING STRUCTURES?

Phase 4 is about bringing creating lasting structure that ensure impact. But it may also become the foundation for larger systems change in meta collaboration with other initiatives or through replicating the success.