EXPLICIT AND IMPLICIT

CO-ORDINATION
AND
COLLABORATION
 Coordination, Cooperation, Collaboration
• harmony of proximal
Coordination relations
let’s get this done • necessary for
• procedural compliance collective activities
in a shared pursuit
• necessary for activities Cooperation
of collective convergent let’s improve this
production

• co-created emergent shared

Collaboration representations
let’s create something new • necessary for activities for
collective divergent production

Relationship between Collaboration, Cooperation, and Coordination. Adapted from Stigmergic collaboration: a theoretical framework for mass collaboration (p. 41) by M.A. Elliott,
Copyright 2007 b7 M.A. Elliott. Designing effective collaboration (p. 5) by EIU. Copyright 2008 by EIU. The role of trust in business collaboration (p. 4) by Economist Intelligence Unit.
Copyright 2008 by EIU.
Coordination, Cooperation, Collaboration
Coordination enables
but is insufficient for Coordination
cooperation let’s get this done

Cooperation
let’s improve this

Cooperation enables
but is insufficient for
collaboration
Collaboration
let’s create something new

Relationship between Collaboration, Cooperation, and Coordination. Adapted from Stigmergic collaboration: a theoretical framework for mass collaboration (p. 41) by M.A. Elliott,
Copyright 2007 b7 M.A. Elliott. Designing effective collaboration (p. 5) by EIU. Copyright 2008 by EIU. The role of trust in business collaboration (p. 4) by Economist Intelligence Unit.
Copyright 2008 by EIU.
Why do institutions collaborate?

Reduced ... Increased ...

• Risks  Market share
• Costs  Assets utilization
• Time to market  Quality
• Delivery time  Skill & knowledge
• Inventory  Critical mass
Why do collaborative ventures fail?
• Lack of commitment
• Failure to identify a common ground
• Unrealistic objectives of partners
• Failure to fulfil objectives of partners
• Focussing on individual short-term benefits
• USP of collaboration is forgotten
• Unfair distribution of benefits
• Absence of an operational system to manage
Conditions in which collaboration works

 Teaming factors
 Process factors
 Team management factors
4 Perspectives of the synergy model:

 Strategic synergy
 Operational synergy
 Cultural synergy
 Commercial synergy
Strategic synergy

 Self-Awareness
 Collective Awareness
JOHARI WINDOW
Operational synergy

 Internal processes
 Cross-enterprise processes
 Cultural synergy

 Management culture and style

 Trust and commitment
 Operational culture
 Management agility
 Information sharing
 Commercial synergy

 Commerical robustness
 Risk prevention
 IPR agreements
 Funding
 Gain share agreement
THANK YOU