Organizational Interdependence

• 'No organization is an island' means that in today's global world, organizations are interconnected and rely on each other.
• Collaborating with others is becoming essential for success in a fast-paced and demanding environment.
• Every organization is connected to its customers, suppliers, and partners.
• Connections organizations develop are a strategic choice, similar to investments in research or development.
• Success involves choosing the right strategies and organizations.
• A strategic challenge involves developing and maintaining an organizational ecosystem to support objectives.
• Significant skill is required for collaborative work to be successful.
• Failure to recognize the connected nature of the organizational world leads to insufficient managerial education in collaborative working.

Principal reasons to collaborate

• Effective research
• Greater influence
• Increased probability of winning business
• Faster, better, cost-effective product/service development
• Cost-effective deliveries and increased customer satisfaction
• Knowledge expansion and in-depth learning
• Meeting an external environment
• Long term relationships

Collaboration outcomes

• Collaborative ventures aim for multiple outcomes.
• Global airline alliances provide more routes to customers.
• Airlines boost growth by facilitating passenger connections between networks.
• Savings are achieved through joint fuel purchases and shared maintenance costs.
• Passengers benefit through frequent flyer collection.
• Airlines share good practices as a learning benefit.
• Airlines risk losing market share if they are not part of effective global groupings.
• The airline industry shows a divide between those with collaborative advantages and those without.

Collaborative advantage

• Collaborative advantage is benefits an organization achieves through effective working relationships it could not achieve independently.

Collaboration process

• Evaluate and develop a strategic assessment of potential partners.
• Language used in collaboration documents should be understandable.
• Utilize your network or serendipity to locate potential collaborators.
• Find, shortlist, and finalize potential partners.
• Exchange and sign legal documents with potential partners in line with country/region rules.
• Test the collaborative relationship.
• Prepare and agree on an exit strategy.
• Learn and continue collaboration.

Family Business Network (FBN)

• Founded in 1990, with its aim to improve leadership and management in family-owned businesses.
• It is a global organization covering over 50 countries with independent and non-profit structure.
• The FBN provides educational and networking for family businesses, and is headquartered in Lausanne, Switzerland.
• Members initially join out of curiosity, then become more committed as they find value.
• They begin applying what they learn and sometimes form real business collaborations.

Legal Structuring Questions

• Who shares responsibility for joint outcomes?
• Which key stakeholders need to be involved in governance?
• What decision-making process suits the collaboration's aims?
• What are the pros and cons of setting up a separate legal entity?
• What is the expected collaboration timescale and its influence on legal structure?
• Have all possibilities been considered, such as informal arrangements, frameworks, or partnerships?
• Where will new intellectual property ownership reside?
• What legal forms have similar ventures used successfully?

First Meeting of Collaborating Partners

• It is important for partners to build understanding and trust early on.
• The first meeting establishes a shared understanding of the group's objectives.
• It marks the start of the collaborative venture's identity as a distinct process.
• First impressions are formed, and the meeting's style sets the tone for future interactions.

Keys for Collaborative Partners to Integrate Teams

• Engage in establishing personal connections and trust.
• Formulate firm strategies for aligning goals.
• Present a clear visual image for self/team with collaborators.

Planning and Implementing the Agenda

• Punctuality is essential.
• Late arrivals may be viewed as less committed.
• Negative impressions may be tough to readjust.
• Leaving early also may have a similar effect.
• Approach planning with a formal agenda.
• Any formal agenda should be discussed with partners before setting the agenda.
• Provide ample open space for discussion, including social time.
• A full day or more is preferable for the first meeting.

Key Players Presence

• Essential that key members attend the first meeting to build trust between individuals.

Physical Working Environment

• Physical setting affects group feelings about working together.
• A cramped, airless room with poor catering is a bad start.
• A nice hotel or conference center with good amenities increases chances of success.
• Skimping on budget is uneconomical i.e a good environment shows the venture's and participants' value.

Seating Plan

• Seating should encourage openness and equality.
• Round tables or semi-circles are effective.
• Lack of physical barriers helps build relationships.
• Ensure everyone can see presentations equally well.
• Be aware of and avoid any seats that denote more power.

Qualities for Success

• Common purpose
• Everyone contributing and recognition of work
• Enough resources available
• Action oriented approach
• Clear roles/responsibilities

Qualities for Failure

• Hidden agendas
• Lack of partner commitment
• A partner taking all the credit.
• Unrealistic timelines
• A "talk shop" (Lack of action and deliverables)
• Unclear accountabilities

Processes for Agreeing Common Goals

• Brainstorm criteria for any joint goal, such as agreement by all parties, and be measurable, achievable within six months, and manageable using existing resources.
• Share the "official" goal, if already agreed, and allow questions/concerns. Then check against existing criteria before modifying.
• Ensure goals are Specific, Measurable, Agreed, Realistic, Time-related (SMART) and well-documented.

Visualization Exercise

• Individuals or small teams create visual images of success in the collab, looking one or two years forward.
• Use many materials, from paints to collage.
• Encourage images rather than words.
• Display and explain these images to the group.
• Insights can result from this exercise, with greater energizing and fun.

Collaborative Advantage Checklist Integrating the Team and Agreeing Joint Outcomes

• Early meetings need to build relationships, trust, and clarify outcomes.
• All partners are shaping the agenda.
• Using an external facilitator so participants focus on content.
• Ensuring the physical setting is effective.
• Ensuring participant commitment to early meetings.
• Discussing a collaboration charter for rights and responsibilities.
• Considering co-location on a temporary or permanent basis.
• Having a process to evaluate whether goals need refining or change.

Nurturing Process

• Protecting core values of the group
• Enforcing Management Principles
• Inducting new joiners
• Handling conflict
• Reviewing and adjusting the scope
• Recognizing individual contributions
• Working across cultures
• Ending a collaboration

Facilitated Collaboration

• Individual organizations want to collaborate with a larger organization to learn particular practices.
• The larger organization might not be responsible for how collaborated partners adopt strategies.

Structural Collaboration

• The final project involves a joint venture where various partners create a team of executives.
• Key that the resourcing accounts for additional coordination which brings together a number of organizations

Self-Managed Collaboration

• Community organizations work together and share the tasks.
• Decision-making is distributed within partner organizations.

Resourcing the initiatives of the collaborative venture

• Identifying and locating resources for a common objective.
• Skillsets of the resources vary based on the activities of partners/collaborators.

Recruitment model

• Someone is hired to take on the role which shares costs between the partners

Lead partner model

• A partner takes a leading role for a part of work and resources that project

Secondment model

• Activities are resourced using individuals full or part-time from organizations

Contractor model

• External resources are contracted to do services for the collaborative venture

Ad hoc model

• Different partners identify people that fit the skills for work as the specific needs come

Qualities of A Perfect Partner

• Builds good relationships
• Is confident but not arrogant
• Is tolerant of ambiguity
• Flexible
• Outcome Focused
• Interested in learning
• Culturally and politically aware
• Good communicators (listening and talking)

Qualities of A Nightmare Partner

• Status Conscious
• Arrogant
• Needs Structure
• Uncomfortable with Changes
• Personal Agenda Focused
• Not Curious
• Takes a win- lose approach
• Poor listeners

Formal Networks

• Include official communication and organization such as organizational charts, project teams, and committees

Informal Networks

• Social Groups, Friendships, mentorship, and social gatherings

Relevance of “Social Currency” in todays marketing world?

• The most simple term in business is Networking whether it is formal or informal
• A network in a sense consists of clusters and opens opportunities in industries
• The cluster contains a group of people or resources with similar traits
• A network is not only limited to firms, it includes people so that specialization can also relate

The network

• A network is a connection between resources that works together on goals and exchanges information
• Networking involves people interacting from each time to time
• A connection from networking depends on the number of actors and their strengths
• Shared values comes as a result of networking so several actors can come to terms and agreements

Since information is shared and collaborated

• It Creates collative intelligence, and it is available in access for the actors

Network as Knowledge Creating Platform

• Practices help in creating new business

Network as value generating Entities

• Practices help improve and increase collabaration value

Network as coordinated social systems

• Practices for network building

External Collaboration

• External Collaboration can occur with (Collaborators/partners/ supplies/ vendors ,etc

1. Mention your External Collaborators
2. Mention your External Collaborators

Internal Collaboration

• Internal collaboration can occur within the organization, inter department/ Inter locational/ Resources, etc.)

1. Mention your Internal Collaborators
2. Mention your Internal Collaborators

Collaboration

• Internal Collaboration thrives to technological resource based with technology

The Key Skills in Collaborative

• (Relationship bulding, project management ,voluntarization and the ablility to resolve conflicts

Individual Roles

• Treating partners with equality and respect
• Exceptional knolage on collabarotization and assets

Strategic Roles

• The strategic side, is to ensure there is collaborative partners
• This should include technology, and the imporance of relationships that help with long terms collaboration

Operation Side

• Contributor to the the parners to ensure communication runs and execution day to day succesfuly run.

In many cases of a business

• outsourcing is key for collabaration.

Key for outsources

• The Key helps to evaluate it with Costs and Time/ duration

Outsourcing Value

• OutSource has 4 stages
• 1. Evaluate the ones that need to be outsourced
• 2. Is the most critical components in the business
• 3. Finalize the process to make sure it aligns with the vendor/collabotator
• 4. Table of Potential is developed

Dimensions of seller/buyer

• Companies need to create value based on product while capturing value
• Value is not just a physical product but also how succesful it is
• Value is relative to the customer

Evaluating Competion between the Network

• Relationally there is a lot of business competition
• Is is assumes firms align themselves with their business partners
• Logic: Comes from specific investment, Resource sharings, and the effective gorverncnace for relationships
• These qualities bring value to parties.