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We help executives to collaborate in leveraging synergies from their organization’s social and human capital so as to reduce costs and improve inter and intra-team coordination.
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201305
COOPLEXITY INSTITUTEThe leader in collaboration
Experience the advantage of full collaboration
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INDEX
About Cooplexity Institute 3About Collaboration 10Our approach 15The 11 Cs model 23Products & Services 28
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ABOUTCOOPLEXITY INSTITUTE
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About Cooplexity Institute
The Cooplexity Institute is an Oxford-based organization that focuses on working with complexity in business. We offer high-end learning and development programs with related consultancy services. Our methodology is based on the Cooplexity Model, a framework that stimulates collaborative results and efficiencies for organisations facing conditions of uncertainty and ambiguity.
The Cooplexity Model is grounded in comprehensive and published research. The Institute is composed of a global network of associates and research experts who specialise in leveraging the synergies and benefits of social learning, team cohesion and crowd-intelligence.
Prama House267 Banbury RoadOxford OX2 7HTUnited Kingdom
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Proactivity & Entrepreneurship
Cohesion & Teambuilding
Teamwork & Coordination
Global Virtual Teams (GVT) & Multiculturalism
Communication
Distributed Leadership
Managing uncertainty
Understanding complexity
Areas of interest
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Our referential framework
“There is nothing so practical as a good theory” Kurt Lewin.
The Cooplexity model
Specifically designed for decision-making in times of uncertainty and change, the Institute offers high-end learning and development programs with related consultancy services.
High Performance People
High Performance Teams
High Performance Organizations
Understanding Complexity and Managing Uncertainty
Our model of cooperation is based upon 10 years of research.
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About us
A group with know-how and passion sharing the same focus.
The team
A set of professionals working complementarily by sharing know-how and specializations.
We help executives to collaborate in leveraging synergies from their organization's social and human capital so as to reduce costs and improve inter and intra-team coordination.
All the richness demanded by diversity with a common focus, international perspective and local service.
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Our history
1997-1998 Synergy Business Simulation is developed 2000 First top business schools and multinationals begun to use
it (ESADE, Dannon, Deutche Bank, Beiersdorf, ...) 2006-2010 Arbora & Ausonia (P&G group)
2001 Behavioural standarization 2202-2007 Data gathering 2008 Statistical analysis 2009 First edition of the book
2010 The Institute is stablished in Oxford (UK) 2011 Santander Bank University adopts it as the standar model
of the STEP program (high potentials) 2012 Open Certification Programs in Barcelona, Amsterdam and
São Paulo 2013 ESADE introduce the Cooplexity Program in the Master in
Science programs
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Who trusts us?
These are some of our more representative customers.
Our Customers
From large companies and multinationals to smaller organizations who are very demanding with their quality standards and who have trusted us throughout these years.
Our solutions fit strategic changes and help in strategic implementations and transformations of organizations.
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ABOUT COLLABORATION
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According to IBM Global Chief Executive Officer Study , collaboration is the number one trait CEOs are seeking in their employees, with 75 percent of CEOs calling it critical.
Extensive research conducted by Blessing White Inc. indicates 31% of employees are actively engaged in their jobs, 52% are disengaged and 17% are actively disengaged.
According to Gallup Organization only in US results in a loss to the bottom line of over $300 billion in productivity. Their research shows that as many as 67% of your employees may be less than fully engaged — and the average company loses $2,246 per disengaged employee every year.
Engaged employees plan to stay for what they give; the disengaged stay for what they get.
They commit time and effort to help the organization succeed.
Employees worldwide view opportunities to apply their talents, career development and training as top drivers of job satisfaction. They are motivated by personal growth, working to a common purpose or being part of a larger process rather than pay or reward.
Engage talented people and get results
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Pre-industrial society was structured on the basis of ‘metiers’- expert craftsmen and women who were responsible for a productive activity in its entirety from beginning to end.
Industrial societies are characterized by task specialists and functional differentiation.
Today’s interconnected, global society has increased task interdependencies and as a consequence raised the issue of managing complexity to the top of executive concerns .
These information and knowledge-based societies, adapt universally available and continuous technological, innovation with limited differentiation between output activity.
When technology and standardized processes are no longer able to add value, the differentiating factors are an organization’s teams, talents and people.
There is no other way to do it
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How many opportunities are lost due to lack of initiative? How difficult is it for people to understand each other, even when the benefits are obvious? How much time is overspent on either defending our own budgets, roles or expected individual success? How much energy is lost on endless discussions? How weak are we when we avoid openness because we are not sufficiently self-confident? How many times do we look for blame instead of solutions?
It doesn't matter how much salary we are able to pay our employees. It is commitment which is directly related to great results. Furthermore, it is not just the commitment of one person, it is the whole organization’s.
But it is not easy to create an organization based on these values whilst still being competitive and establishing it as a great place to work. Forget those simple rules of thumb or 10 steps to do something. Business today is much more complex. We need a serious and solid approach to make such things happen.
Otherwise we are exposed to loss
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Businesses today demand collaboration.
The right aproach is collaboration
Business Unit Business Unit Business UnitBetter results
COLLABORATION
Saving resourcesTaking advantage of opportunities
Improving coordination
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OURAPPROACH
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The current environment
An uncertain and changing environment.
Ambiguity
Organizations today have to managed environments of crisis, uncertainty and constant changes.
The future becomes blurred, less predictable and insecure.
In this complex reality everything is interconnected and interdependent.
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The consequences
Greater difficulty in management.
Unpredictability
As a result there are no simple solutions, strategic pathways are neither safe nor obvious; traditional corporate recipes for success do not work.
Routes to success cease to be direct, linear, tangible and clearly visible; they are no longer explicit and tend to be tacit.
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The need
Perceiving & Anticipating Change.
Adaptability
Companies must be flexible, responsive, agile and quick in order to survive and thrive.
Changes must be perceived and anticipated because when a need becomes tangible, it may be too late!
Perceptive cognizance, an attention to weak signals and a high state of vigilance are executive capacities that ensure rapid responses and increase likelihoods of success.
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The solution
We develop three key areas of your organization's capital.
Key areas
EntrepreneurshipInnovation, opportunity, creativity, proactivity, experimentation and learning.
TeamworkAwareness of interdependence, cohesion, collaboration, team consciousness.
Distributed Leadership Self-coordination and dispersed decision-making. Emergence of natural and spontaneous interposed leaders.
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The players
We influence four vital agents of change.
Agents of Change
Individuals: personal development, attitudinal change, mental models.
Teams: experiential validation of cooperation models.
Leaders: development of the capacities and behaviours that facilitate the emergence of initiative and risk management.
Environment: creation of conditions needed to catalyze change.
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The tools
The assurance that they provide years of continuous improvement.
The methodology
Our methods of proven effectiveness, have been tested for years by more than 100 companies and thousands of participants.
• Experiential Learning through simulations
• Personal feedback through test and videos.
• Personal and team coaching
• Workshops and group discussions
• Tutorship
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The engine of change
A whole set of integrated solutions.
Custom/Open Accreditation
Companies and individuals have the opportunity to either work with the model on a customized course or attend the 10-week, Cooplexity model, open program.
An experiential learning session guided by a behavioral simulation which lets you assimilate and validate the cooperation model.
The change of attitude, the team cohesion and the global vision that transforms participants into potential leaders.
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THE “11Cs MODEL”
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Possible collaborative levels
COALITION
COOPERATION
“FULL” COLLABO
RATION
Collaboration
It benefits everyone and harms nobody.Common interests: Agreement is the key
It benefits some and does not harm anyoneParallel interest: Compensation is the key (win to win level)
It benefits some and harms othersComplementary interests: Trust is the key
Team Consciousness
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Possible competitive levels
DESTRUC-TION
COMPETI-TION
ASKING FOR A
FAVOUR
Competition
It harms me but you too“I loose, you loose”
It benefits me and harms you“I win, you loose”
It benefits me and doesn’t harm you“I win, you don’t loose”
Individual self-interest
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From competitiveness to full collaboration
Competition
Individualself-interest
Collaboration
TeamConsciousness
Cognitive approach.Convince on the individual
benefit to be obtained through collaboration because of the
interdependence.
Emotional approach.Make feel that avoiding
competition and embracing team perspective increase
potential benefit.
Clear perception and measurement
on the organizational
impact of individual
contributions.
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The Cooplexity 11 Cs model of collaboration
COMPLEXITY
COMMUNICATION
ConnectivityOrganizations
(Systems)
Teams
Individuals
SELF-COORDINATION
ConationCOGNITION
Common ProjectCOHESION
COALITION
COOPERATION
“FULL”-COLLABORATION
FeedbackInteractionInformation
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PRODUCTS & SERVICES
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Products & Services
UnderstandingCOMPLEXITY
Fostering COMMUNICATION
Organizational level
(Systems)
Team level
Individual level
Self-Organization & Distributed Leadership
Proactivity & Entrepreneurship
Cohesion & Teamwork
High Performance People
High Performance Teams
High Performance Organizations
FeedbackInteractionInformation
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Prama House267 Banbury Road
Oxford OX2 7HTT. +44 (0) 203 026 5376
www.cooplexity.com
COOPLEXITY INSTITUTE:Leader in collaboration
Experience the advantage of full collaboration
