1. YOUR LOGO
201305
COOPLEXITY INSTITUTE
The leader in collaboration
Experience the advantage of full collaboration

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INDEX
About Cooplexity Institute 3
About Collaboration 10
Our approach 15
The 11 Cs model 23
Products & Services 28

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ABOUT
COOPLEXITY INSTITUTE

4. YOUR LOGOYOUR LOGO
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 House
267 Banbury Road
Oxford OX2 7HT
United 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 Unit
Better
results
COLLABORATION
Saving resources
Taking advantage of opportunities
Improving coordination

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OUR
APPROACH

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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
 Entrepreneurship
Innovation, opportunity, creativity,
proactivity, experimentation and
learning.
 Teamwork
Awareness 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
COOPERA
TION
“FULL”
COLLABO
RATION
Collaboration
It benefits everyone and harms
nobody.
Common interests: Agreement is the
key
It benefits some and does not
harm anyone
Parallel interest: Compensation is
the key (win to win level)
It benefits some and harms
others
Complementary 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
Individual
self-interest
Collaboration
Team
Consciousness
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
Connectivity
Organizations
(Systems)
Teams
Individuals
SELF-COORDINATION
Conation
COGNITION
Common Project
COHESION
COALITION
COOPERATION
“FULL”-COLLABORATION
FeedbackInteractionInformation

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PRODUCTS
& SERVICES

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Products & Services
Understanding
COMPLEXITY
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 House
267 Banbury Road
Oxford OX2 7HT
T. +44 (0) 203 026 5376
www.cooplexity.com
COOPLEXITY INSTITUTE:
Leader in collaboration
Experience the advantage of
full collaboration