Regardless of BCG’s goal of building an understanding of a partnership with RBM which included a vision and new direction, many glaring issues became evident to BSC after the less than auspicious Board meeting held in May, 2006. These issues included: 1. The materials presented did not engage the Board. 2. Those who were in attendance lacked the decision-making authority needed to progress to next steps. 3. The current Board meeting system was not conducive to move discussions topics to expedite decisions. 4. There was a clear delineation of priorities being focused on. 5. An inherent lack of trust paralyzed the decision process between the Partnership and BCG generating no agreement for the parties to implement after their meeting together
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Moreover, BCG abandoned their course of “top-down” communication method to an approach that embraced the partnership. This encompassed BCG uncovering the needs, challenges, and find the root cause of why execution of actions is defeated (p.9). BCG proposed the following persuasive techniques to represent how the issues can be cared for while building a healthy partnership which included:
Secretariat Hosting Evaluation: Agenda wars between the WHO and RBM predicated the need to form a group from within the Partnership the power to collaborate and recommend hosting option for future meetings to the Board. The results were a final document inclusive of a problem statement, a summary of and the reasons. This technique prevailed as conducive to the process for resolving the hosting issue. By same token, confidence and trust building with leadership within the partnership was instilled …show more content…
E.g., BCG consultants created a work-stream with a small group of Board members with the end goal of clarifying governance issues which would assist RBM to tear down the wall and rebuild with process improvements, trust building within the partnership, and delineate efficiency and fluidity of operations. This technique resulted in defined options for addressing issues that plagued the partnership in terms of cost effectiveness and operations efficiencies while defining clear lines of oversite responsibilities
Moreover, BCG abandoned their course of “top-down” communication method to an approach that embraced the partnership. This encompassed BCG uncovering the needs, challenges, and find the root cause of why execution of actions is defeated (p.9). BCG proposed the following persuasive techniques to represent how the issues can be cared for while building a healthy partnership which included:
Secretariat Hosting Evaluation: Agenda wars between the WHO and RBM predicated the need to form a group from within the Partnership the power to collaborate and recommend hosting option for future meetings to the Board. The results were a final document inclusive of a problem statement, a summary of and the reasons. This technique prevailed as conducive to the process for resolving the hosting issue. By same token, confidence and trust building with leadership within the partnership was instilled …show more content…
E.g., BCG consultants created a work-stream with a small group of Board members with the end goal of clarifying governance issues which would assist RBM to tear down the wall and rebuild with process improvements, trust building within the partnership, and delineate efficiency and fluidity of operations. This technique resulted in defined options for addressing issues that plagued the partnership in terms of cost effectiveness and operations efficiencies while defining clear lines of oversite responsibilities