1. COOPLEXITY INSTITUTE
The leader in collaboration
COOPLEXITY INSTITUTE
The leader in collaboration
Experience the advantage of full collaboration
201210

2. YOUR LOGOYOUR LOGO
ABOUT
COOPLEXITY INSTITUTE

3. YOUR LOGOYOUR LOGO
About Cooplexity Institute
 The Cooplexity Institute is an Oxford-based organization that focuses on the promotion
and dissemination of expertise about the Cooplexity model - a collaborative model for
managing interrelationships and interdependencies in complex, strategically uncertain
and ambiguous environments.
It is composed of a global network of faculty and research experts who mobilize senior
management talent by leveraging the synergies and benefits of collaboration and
collective intelligence.

4. YOUR LOGOYOUR LOGO
 Proactivity & Entrepreneurship
 Cohesion & Teambuilding
 Teamwork & Coordination
 Global Virtual Teams (GVT) & Multiculturalism
 Communication
 Distributed Leadership
 Managing uncertainty
 Understanding complexity
Areas of interest

5. YOUR LOGOYOUR LOGO
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.

6. YOUR LOGOYOUR LOGO
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.

7. YOUR LOGOYOUR LOGO
Our history
 1997-1998 Synergy Business Simulation is developed
 2000 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 model in the Master in Science
programs

8. YOUR LOGOYOUR LOGO
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.

9. YOUR LOGOYOUR LOGO
ABOUT
COLLABORATION

10. YOUR LOGOYOUR LOGO
 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
 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

11. YOUR LOGOYOUR LOGO
 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

12. YOUR LOGOYOUR LOGO
 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

13. YOUR LOGOYOUR LOGO
Business Unit Business Unit Business Unit
Better
results
Businesses today demand collaboration.
The right aproach is collaboration
COLLABORATION
Saving resources
Taking advantage of opportunities
Improving coordination

14. YOUR LOGOYOUR LOGO
ABOUT
APPROACH

15. YOUR LOGOYOUR LOGO
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.

16. YOUR LOGOYOUR LOGO
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.

17. YOUR LOGOYOUR LOGO
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.

18. YOUR LOGOYOUR LOGO
The solution
We develop three key areas of your organization's capital.
Key areas
 Entrepreneurship
Innovation, opportunity, creativity, pro
activity, experimentation and
learning.
 Teamwork
Awareness of
interdependence, cohesion, collabor
ation, team consciousness.
 Distributed Leadership
Self-coordination and
dispersed decision-making.
Emergence of natural and
spontaneous interposed leaders.

19. YOUR LOGOYOUR LOGO
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.

20. YOUR LOGOYOUR LOGO
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

21. YOUR LOGOYOUR LOGO
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.

22. YOUR LOGOYOUR LOGO
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