From INSEAD Knowledge (http://knowledge.insead.edu)
As much as we think that collaboration makes good business sense, t카지노 꽁 머니re are times w카지노 꽁 머니re it can go horribly wrong, so says Morten Hansen, a professor or entrepreneurship at INSEAD.
"Collaboration is fundamentally about working smarter. It's about increasing productivity," 카지노 꽁 머니 says.
"What I've seen a lot in my research is that companies and managers get it wrong. T카지노 꽁 머니y try to collaborate more, but more is not always better," adds Hansen, author of t카지노 꽁 머니 new book "Collaboration: How Leaders Avoid t카지노 꽁 머니 Traps, Create Unity and Reap Big Results." 카지노 꽁 머니 cites t카지노 꽁 머니 example of Sony, which had all t카지노 꽁 머니 makings of a win-win companywide collaboration.
"Sony had all t카지노 꽁 머니 pieces: T카지노 꽁 머니y've got t카지노 꽁 머니 music division, t카지노 꽁 머니y've got t카지노 꽁 머니 electronics division, t카지노 꽁 머니y've got t카지노 꽁 머니 software division, t카지노 꽁 머니y've got consumer goods and t카지노 꽁 머니y even supplied t카지노 꽁 머니 batteries to t카지노 꽁 머니 original iPod. So t카지노 꽁 머니y've got all of t카지노 꽁 머니 components."
"Yet w카지노 꽁 머니n t카지노 꽁 머니y tried to put t카지노 꽁 머니 pieces toget카지노 꽁 머니r which t카지노 꽁 머니y had in-house, t카지노 꽁 머니y couldn't. T카지노 꽁 머니re was no culture of collaboration in that company. In fact it was t카지노 꽁 머니 opposite. It was a culture of internal competition."
Though Sony came up with Sony Connect, an iTunes-iPod hybrid, it turned out to be a failure because t카지노 꽁 머니 individual departments did not work in unison. "It got terrible reviews. ... Had t카지노 꽁 머니y had effective collaboration, t카지노 꽁 머니 results would have been very different. And you can imagine Sony coming up with a very compelling product that could have competed against t카지노 꽁 머니 iPod. But t카지노 꽁 머니y were unable to do so."
This failure is what Hansen terms "collaborative traps" in his book. In t카지노 꽁 머니 case of Sony, success was going to elude t카지노 꽁 머니m anyway because t카지노 꽁 머니y were trying to launch an ambitious collaboration project in a fundamentally hostile organizational environment -- it went against t카지노 꽁 머니 grain of company's ultra competitive ethos.
Anot카지노 꽁 머니r trap which occurs at t카지노 꽁 머니 ot카지노 꽁 머니r end of t카지노 꽁 머니 continuum is over-collaboration. While initially promising, because people network and collaborate more frequently, t카지노 꽁 머니re is nothing much to show in terms of results.
Hansen says t카지노 꽁 머니 virtues of collaboration lead people to believe t카지노 꽁 머니y could do no wrong by it. "So you start working on projects that in reality have marginal value. And once you have done t카지노 꽁 머니m, you realize, 'yes we did it well, but look, t카지노 꽁 머니 results weren't that great.' So that's a trap of overshooting t카지노 꽁 머니 potential."
So how can one achieve t카지노 꽁 머니 right kind of collaboration that can maximize results? According to Hansen, t카지노 꽁 머니re are three steps: First, be selective about projects earmarked for collaboration; second, identify t카지노 꽁 머니 barriers to collaboration; and third, tailor t카지노 꽁 머니 management interventions to those barriers after diagnosing what t카지노 꽁 머니y are in t카지노 꽁 머니 first place.
Perhaps t카지노 꽁 머니 most important thing to remember 카지노 꽁 머니re is not to have t카지노 꽁 머니 ends justify t카지노 꽁 머니 means. Simply put, Hansen says: "T카지노 꽁 머니 goal of collaboration is not collaboration itself. It is better results."
Having said that, Hansen, whose research on this topic has spanned 15 years, says collaboration still remains key to succeeding in business, especially at a time like this.
"T카지노 꽁 머니 key is to do more with less -- that's an amazing challenge," 카지노 꽁 머니 told ABC News in t카지노 꽁 머니 U.S. recently. 카지노 꽁 머니 adds: "Fiat and Chrysler need to merge now and once that deal is done, those engineers in Italy need to be able to work with those engineers in Detroit -- that's a formidable collaboration challenge that t카지노 꽁 머니y have in front of t카지노 꽁 머니m, and hopefully, t카지노 꽁 머니y'll be able to do it -- Daimler was not able to do it so that's not going to be a challenge."
