Business Collaboration Model

Teamwork isn`t new, but the way teams communicate and collaborate can increase or hurt their productivity. A survey conducted by Aargon`s Research Globe found that by 2025, team collaboration will be the primary means of communication for business people, driven by the demand for superior performance and agility. At a time when great ideas can germinate from any corner of the world and it has dramatically reduced the cost of accessing them, it is now commonly accepted that virtually no company should innovate itself. The good news is that the number of potential partners and the opportunities to work with them have increased significantly. The bad news is that a greater choice has made it much more difficult for management to constantly challenge themselves to choose the best options. Should you open and share your intellectual property with the community? Should you maintain cooperative relationships with a few carefully selected partners? Should you use the “wisdom of the masses”? Despite the enthusiasm for open models of collaboration such as crowdsourcing, there is no better approach to harnessing the power of outsiders. Different forms of cooperation involve different strategic compromises. Companies that choose the wrong mode run the risk of falling behind in the relentless race to develop new technologies, designs, products and services. There are four basic forms of collaboration, the authors say. An elite circle is a closed network with hierarchical governance: a company selects the participants, defines the problem and chooses the solution.

For example, Alessi, an Italian household products company, invited 200 external experts in postmodern architecture to contribute ideas for new home product designs. An innovation center is hierarchical but open: anyone can post a problem or suggest solutions, but the company that publishes the problem chooses the solution. One example is InnoCentive.com, an eBay-like website where businesses pose scientific challenges. An innovation community is open and decentralized: anyone can suggest problems, propose solutions, and decide what ideas they want to use – as is the case in the Linux open source software community. A consortium is a private group of participants who act on an equal footing and jointly select problems, decide how the work should be done and choose solutions. IBM has formed a number of consortia with other companies to develop next-generation semiconductor technologies. Business collaboration can help a company get its products to market faster, increase sales, and win larger orders. Teams track process data that can be analyzed as a project progresses and leverage actionable insights to improve processes and meet customer needs. Too often, companies engage in relationships without considering their organizational structure and principles – what we call collaborative architecture.

To help leaders make better decisions about how their companies work together, we`ve developed a relatively simple framework. The product of our 20 years of research and consulting in this area focuses on two fundamental questions: to what extent should your company`s network of employees be open or closed given your strategy? And who should decide what problems the network addresses and what solutions are adopted? Every year, consumers expect faster response times, despite the increasing complexity and scale of projects. Leveraging collaboration allows companies to keep up with the exhausting pace and stay ahead of the competition. But collaboration isn`t for everyone. Before a company decides to invest in building alliances, portfolios, innovation networks or sophisticated ecosystems, it must ask itself, “Do these means justify the end?” In other words, “Does the innovation partnership align with my company`s strategic goals?” To answer this question, and before I continue, I`ll leave you with some excerpts from Robert Porter Lynch`s “Strategic Alliance Best Process Workbook.” Although this work was published in 2001, its principles are just as relevant today. In the era of strategic alliance, collaboration meant the creation of formal and comprehensive legal agreements that allowed companies to exert a strong influence on their partners. Technology exchanges, joint projects and participations were used to have a greater say in a partner`s innovation projects. And, of course, to enjoy the profits. Collaborative business model implementation phase – is the main phase of the process in which all parties take action in accordance with the previously established plan. It consists of workshops, events and meetings where stakeholders work together on the design of the business model.

The phase develops into five sub-stages. The main objective is to assess the needs of participants, interview stakeholder groups, make recommendations, identify specific directions for collaboration and model design, and develop implementation strategies. Later, the stakeholders involved work together to implement the identified steps and develop a collaborative business model integrated into the final phase. The model presented is a platform developed by academic staff and provides a tool to connect students, industry and citizens to create innovative solutions to real problems in the field of the specific topic related to industry. Is your business slowing down, but the cause remains uncertain? Separation is an obstacle that creeps into day-to-day operations and becomes a windfall for businesses of all sizes. Barriers to relevant information, data silos in departments, and problems adapting to new data systems are just some of the challenges employees face in a fragmented workplace. There are two fundamental questions that leaders should consider when deciding how to collaborate on a particular innovation project: Should network membership be open or closed? And should the network governance structure for selecting problems and solutions be flat or hierarchical? This framework presents four basic modes of collaboration. One of the biggest budget collapses can be delayed projects.

A staggering 300 hours per year per employee is wasted due to ineffective communication ineffectiveness. However, feedback and feedback through business collaboration can be strategically channeled to drive the workflow. When roles are clarified and progress is monitored, processes are streamlined, reducing the overall time, staff, resources and cash expenditure required to complete projects on time. Internal and external feedback is used in decision-making to improve development and production processes. Assigned tasks and automated processes, such as budget requirements. B, are integrated into projects and integrated into core business applications to ensure a smooth flow of data. Information gaps are eliminated so that information is easily accessible to all, in all departments and projects. Instant and effortless communication helps avoid shadow IT problems and secures company data. The collaborative capacity of a company itself can be used profitably. InnoCentive.com, for example, is a spin-off of an innovation center developed by Eli Lilly for internal purposes.

Alessi is now leveraging the value of its relationships with more than 200 designers by helping companies from other companies design products. Alessi helps them identify designers (usually from their own network) who can best meet their specific needs. In return, Alessi receives royalties on the sale of the resulting products, which now account for nearly 30% of its sales. Pre-collaborative business model phase – focuses on development and working with a joint steering group that decides on the main purpose of the CBM platform and manages logistics in the following phases. The joint steering group is composed of representatives from the academy, industry and civil society, who decide on the specific industry-related business model and the main features of the innovation platform – the collaborative business model. During this phase, the facilitator identifies a preliminary set of issues that will be addressed during the implementation of the platform, analyzes the requirements, decides on the tools and techniques used to create communities, as well as inclusive events for end users, and performs a feedback analysis. The phase lasts up to three months and includes up to 20 representatives of the participating groups. The third type of collaboration for innovation is the network. Networks include groups of companies that share R&D objectives in terms of products, services, processes or business models. Examples include CITER – the Textile Information Center in Emilia-Romagna, Italy, KLM and Northwest Airlines (now Delta) founded in 1980 and The Human Genome Project, an initiative that made waves in 1990 with its first published study/article.

Industry representatives – participate in the collaborative design of business models as experts and in the group that manages and evaluates the students` design. .

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