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Informationen zum Autor Professor Malcolm Morley OBE is an experienced non-executive chair of Boards and Audit and Risk Committees of national, large and complex organisations responsible for the delivery of key national infrastructure and services. As a former chief executive, with experience in both the public and private sectors, he understands, and has practical experience of successfully dealing with, the challenges of leadership and management in an ever increasingly complex world. As a management consultant to a wide range of companies he gained international experience developing strategies for growth and change in a diverse range of industries and markets. As an academic, specialising in strategic management and partnership working, he has lectured on MBA courses and is the author of two books* and more than 250 articles. He is a Visiting Professor at Anglia Ruskin University, has spoken at many conferences and contributed to the dissemination of knowledge for institutions such as The World Bank. He was made an Officer of the Most Excellent Order of the British Empire (OBE) in Her Majesty the Queen New Years Honours List of 2016. Klappentext In a world of increasingly complex and sophisticated market problems, the public sector and the private sector need each other. Where traditional models of working together can't capture this complexity, there is space for a new, dynamic approach. This approach recognizes innovative models of working in partnership to suit different circumstances. The Public-Private Partnership Handbook explores the full range of opportunities for growth, success and benefits that can be achieved through smart joint working and strategic partnerships. Covering the full lifecycle of a public-private partnership, from initial planning to managed exit and service continuity, The Public-Private Partnership Handbook gives managers and decision-makers the tools and knowledge to forge powerful and mutually beneficial partnerships between public and private sector entities. Key topics such as understanding and aligning organizational values and cultures, dealing with joint intellectual property, managing risk and sharing rewards, coping with asymmetry, managing performance, and agreeing accountability processes are explored in depth with tools and techniques for informed decision-making.Draws on real examples and case studies of joint public-private sector working in organizations such as the UK Civil Service, Kier Group PLC, Pfizer, BP, Rosneft, UK Civil Service, Harlow Council, National Institutes of Health (NIH) and Hinchingbrooke Hospital Zusammenfassung Exploit opportunities for growth and synergy between the public and private sector through joint working. Inhaltsverzeichnis List of FiguresList of TablesAcknowledgementsIntroduction01 The opportunities and challenges of working togetherIntroductionThe evolution of joint working in the private sectorThe evolution of joint working in the public sectorThe shifting role of public sector organizationsThe opportunities and challenges of joint working in the futureConclusionPractitioner tipsPractitioner questionsNotes02 What is joint working?IntroductionWhat is joint working?So, what is joint working?ConclusionPractitioner tipsPractitioner questionsNotes03 We all say partnership but do we mean the same thing?IntroductionThe reality of joint workingTwo types of joint workingDo we really mean partnership?Joint working and synergyConclusionPractitioner tipsPractitioner questionsNotes04 Selection criteria for joint workingIntroductionThe criteria for joint workingProcurement processesThe procurement process and joint workingThe external due diligence processThe internal due diligence processConclusionPractitioner tipsPractitioner questionsNotes05 The dynamics of working togetherIntroductionGetting teams to workLooking insideLooking outsideGetting to transformThe Synergy ChallengeTransformationSo, how...
