Key Finding
Three distinct structural collaboration modes emerge consistently across practice. Each generates fundamentally different ways of working, information needs, governance mechanisms, and platform requirements.
Mode 1: Issue-Driven Collaboration
Structural characteristics:
- Shared problem brings parties together
- Flat, adaptive structure
- No predetermined hierarchical authority
- Partners maintain autonomy while aligned on shared issue
Ways of working:
- Collaborative decision-making
- Emergent process design
- Cross-partner influence and learning
Governance & coordination:
- Minimal formal governance
- Alignment through shared issue rather than authority
- Trust-based coordination
Mode 2: Programme-Driven Collaboration
Structural characteristics:
- Clear commissioning party steers the coordinating body
- Tactical programme management approach
- Project-specific facilitators provide support across portfolio
- Hierarchical relationship between commissioning party and coordinating body
Ways of working:
- Programme-level strategy with project-level autonomy
- Facilitator-mediated coordination
- Tactical steering and course correction
Governance & coordination:
- Programme manager holds programme direction
- Facilitators bridge programme strategy and project autonomy
- Oversight through steering and facilitation rather than micromanagement
Mode 3: Organisation-Driven Collaboration
Structural characteristics:
- Organisation holds and manages the portfolio
- Organisation drives direction and sets priorities
- Multiple projects managed within strategic themes
- External parties brought in as needed
Ways of working:
- Theme-based portfolio organization
- Clear strategic direction from portfolio holder
- Structured project management within strategic framework
- External party engagement as specialized capability
Governance & coordination:
- Organisation sets strategic priorities through formal mechanisms (steering groups)
- Portfolio manager coordinates across theme and project landscape
- Clear chain of accountability and decision-making
Example: RWS Innovation Collaboration
- Portfolio: 400+ active innovations
- Portfolio holder: Sonja (managing overall direction and priorities)
- Governance: Steering group sets thematic priorities
- Coordination: Across knowledge institutions and private sector partners
- Model: Clear organisational control with external partnerships for capability and reach
Implications
Information Needs Differ by Mode
- Issue-driven: Community visibility, cross-partner learning, emergent progress tracking
- Programme-driven: Portfolio health, facilitator effectiveness, project-level progress
- Organisation-driven: Theme performance, strategic alignment, external partner contribution tracking
Governance Challenges Differ by Mode
- Issue-driven: Maintaining alignment without formal authority; scaling trust-based coordination
- Programme-driven: Balancing programme strategy with project autonomy; facilitator capacity and capability
- Organisation-driven: Managing external partnerships while maintaining strategic control; theme-level coherence
Platform Requirements Differ by Mode
- Issue-driven: Ecosystem mapping, community engagement, peer learning facilitation, adaptive workspace
- Programme-driven: Programme-project hierarchy visualization, facilitator tools, portfolio health dashboard
- Organisation-driven: Theme and project portfolio management, strategic priority cascading, external partner management
Related Insights
- Innovation collaboration is fundamentally relational, not systemic
- Facilitator role is critical but undervalued