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Full Description
This book is an innovative and controversial approach to dispel the baseless myths that are preventing managers of organizations from moving forward and reaping the benefits of collaboration. Compared to most publications on the market, this book is packed with the rich results of 20 years of research. It is based on over 200 studies in a wide variety of public, private and international settings and over 4000 quotations gathered from interviews with managers. Many have been selected to illustrate the case studies and key points in the book. Collaboration has been presented as a serious business strategy for at least 50 years. Scads of books, papers and conferences by consultants, academics, institutes, associations and governments have trumpeted its benefits, and many online discussion channels are extolling the same messages. This book faces off against all this gung-ho hype that has patently failed in most alliance cases to achieve the full extent of the potential returns such as improved revenues, reduced costs, greater market share, access to specialized know-how and increased resilience in difficult economic conditions.
The authors have looked at over 200 organizations in many industries and public sectors across the world, and in most cases, they have claimed they are collaborating, but it is not happening. This is the first Big Myth. The second Big Myth is that managers ignore it because they don't have the foresight to realize how collaboration will benefit their operations and so they find excuses why they don't need to do anything. Many believe that closer working with partners is more trouble than it's worth; it's a black art 'where we don't know what to do, we don't know that we don't know what to do, it's someone else's job or we haven't the time, money or inclination to do it'. These attitudes are prevalent despite the high value (both bottom-line and strategic) that is usually tied up in the often long-standing formal and informal agreements between organizations. They also ignore the adverse impact on staff workloads, motivation, development and morale and seriously undermine their enormous potential contribution to alliance success.
The purpose of this book is to dispel these myths because our research has clearly shown that they are baseless and stopping managers and organizations from moving forward and gaining the benefits of collaboration that are there for the taking. This is groundbreaking and contentious because, for the first time, the universal misuse and obfuscation of the collaboration concept is being confronted. After many years, collaboration has become a cozy buzzword that is thrown around randomly and not taken seriously.
Contents
Part 1 - Myths vs Logic Chapter 1: Setting the scene for collaboration Chapter 2: Collaboration in practice Chapter 3: A target operating model for collaborating Chapter 4: Understanding collaborative relationships Part 2 - Challenging the myths Chapter 5: Leadership - The case for collaborative management Chapter 6: The impact of culture Chapter 7: Trust - The missing ingredient Chapter 8: Governance - Who makes the rules round here? Chapter 9: Dealing with the challenges of complexity Part 3 - The myths in action - the evidence Chapter 10: A Deep Dive into Six Industry Sectors Chapter 11: UK Defense Sector Chapter 12: The Outsourcing Sector Chapter 13: The Information Technology Sector Chapter 14: The Food & Beverage Sector Chapter 15: The Retail Supply Chain Sector Chapter 16: The Construction Sector Conclusion - The myths busted References Index
