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Emergence of Strategic Collaboration

Emergence of Strategic Collaboration

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Published by Crafitti Consulting
CRAFITTI CONSULTING’s (www.crafitti.com) Thought Ignition Papers Series (TIPS) is a crystallization of our research, experiments and experiences to communicate those ideas that ignited deeper and fruitful thoughts which led to successful action. These are our vehicles to co-craft innovation with our clients and partners. We look forward to empowering ideas together.

Rules of the game in a changing world are dynamic. The winning actors in a changing world have higher degree of inertia to adapt to the new world. A strategy and viewpoint of simultaneous collaboration and competition is a must to explore the new world. The emergence of strategic collaboration in a changing world is definite.How can you craft strategic collaboration? Secondly, do you use thought experiments as a means to understand the world?
CRAFITTI CONSULTING’s (www.crafitti.com) Thought Ignition Papers Series (TIPS) is a crystallization of our research, experiments and experiences to communicate those ideas that ignited deeper and fruitful thoughts which led to successful action. These are our vehicles to co-craft innovation with our clients and partners. We look forward to empowering ideas together.

Rules of the game in a changing world are dynamic. The winning actors in a changing world have higher degree of inertia to adapt to the new world. A strategy and viewpoint of simultaneous collaboration and competition is a must to explore the new world. The emergence of strategic collaboration in a changing world is definite.How can you craft strategic collaboration? Secondly, do you use thought experiments as a means to understand the world?

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Published by: Crafitti Consulting on Jun 13, 2011
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Crafitti Consulting
© Crafitti Consulting Private Limited www.crafitti.com
TIPS-002-2011
June 13, 2011 1
THOUGHT
IGNITION 
PAPER SERIES
 
STRATEGIC COLLABORATION
 –
 A THOUGHT EXPERIMENT
Emergence of an Insight
 Some years back, I was sitting in a groupmeeting with a Professor from one of the IvyLeague Business Schools. In Bangalore, India, itis not every day one get to sit and work withthe elitebusiness gurus.I mentioned asa casual remark,that may be tounderstand andsolve businessproblems usingInformationTechnology (IT),we need toinvolve ourclients inbrainstorming.
There was aloud No fromthe professor.
His logic - the customer will colorthe perception in the brainstorming sessionwith what the customer already has faced andhence will reduce the brainstorming to non-optimal interaction.
How do we kill ideas?
Everybody in the room rejected the idea assoon as he said no. This is nothing new for me,as I am used to the usual reaction to anythingdifferent that will come up in discussions.Homo-Sapiens relish the process of nipping theidea in bud! We all wear the
De Bono’s black 
hats
– 
judge before it emerges
. The stillbornoutput of dead brainstorming sessions, we allhave seen, participated, and have done nothingabout it
 –
it is remarkable we keep on doingsame meetings, in same way with same output.The
Brainholes
that our brainstorming sessionstypically get reduced to, indicate that we needdifferent tools, techniques and methodologieswith some structure to improve the efficacy of 
our Brainstorming sessions. “We” encompass –
 all organized human enterprises whereproblem solving is the core competence. Thiscan be a software development project, amanagement problem, a research question,design of a new product, movie oradvertisement, a manufacturing problem, aprocess improvement problem, a marketexpansion problem, a funds allocation problem,and so on. These issues are independent of type of organization. Even in our familymeetings we can observe the output of collective problem solving
 –
typically driven andcontrolled by the head of the family.So back then, as soon as the Professor saidno, and the body language of each one of themembers in the room indicated my foolishnessin creating this uncalled for perturbation,
I
knew that’s the way it has to be.
An ability towork with our customers in a brainstormingsession may be for half a day workshop is whatwe all really need. If done properly, one can getto the core of the issues with lot of solutiondirections thrown in by both sides.
The amount of rework, labor burn, heart burn and dollar 
CRAFITTI CONSULTING’s
Thought Ignition Papers Series (TIPS)
is acrystallization of our research,experiments and experiences tocommunicate those ideas that ignited deeper and fruitful 
thoughts which led to successful 
action. These are our vehicles toco-craft innovation with our clients and partners. We look  forward to empowering ideastogether.
 
 © Crafitti Consulting Private Limited www.crafitti.com Confidential June 13, 2011 2
burn our current approaches lead to can be cut down to zero in a half day brainstormingsession with our customers.
Before the release of a recent Bollywoodmovie, the Director giving an interview on theTelevision told that the movie has been shown
to “interest groups” chosen from the target
audiences of the movie. Further, some of theirfeedback, comments and suggestions havebeen taken up to change the movie. If weextend the trend - the director, writer andproducer could have brainstormed with thegroup much before starting to make the movie.The concepts of various story ideas could havebeen discussed with potential viewers and theycould have been part of the process from thebeginning. Better still, there could have beenpartial brainstorms, feedbacks and discussionsessions during the movie making so as toadapt the movie as per the inputs. This is theage of co-creation. The dawn of the age may be
signified when “interactive movie production”
becomes the new reality. This is after
“interactive TV” and “interactive story writing”
on the Internet is becoming a reality. Theindividual in the new world demandscontinuous involvement in the co-creation. Thenew world demands, defines and develops newways. These are not the bland ways of makingthe world flat
 –
it is really about thriving in themelting pots of creative juices.
Evolving theinteractions, connections, the networks, and thechaos into rapidly moving and changingstructures where the value is not in any fixed static structure or organization. The value lies inthe dynamic of the structure.
 The new thriving,creative and ever evolving world demands newways to capture value and create value. What isthis new world? Let us carry out a thoughtexperiment to explore this further.
A Thought Experiment
I was to catch a flight from Delhi airport on alazy Sunday morning. I was going back to Bangalore. At Delhi airport, there were fourcounters for checking in. Also there were threemore early morning flights going to Chennai,Kolkata, and Mumbai besides the flight toBangalore. Usually one can check-in any of thecheck-in counters. I also stood in one of thequeues as shown in figure 1.As the luck would have it, the computer
 
 © Crafitti Consulting Private Limited www.crafitti.com Confidential June 13, 2011 3
systems failed for the airline. It was a big mess. The airline manager took a spot decision. Heorganized specific check-in counters for specificflights. Now we had counter 1 for Bangalore,counter 2 for Kolkata, counter 3 for Mumbaiand counter 4 for Chennai (See figure 2). Therewas a person standing in the front of the queuethat has now become the Kolkata queue. Hewas to board the Bangalore flight. He arguedwith the airline representative and did notmove from the queue. However, I quicklymoved to the Bangalore queue. Since anyway Iwas at the far end of the queue. The person atthe top of the queue kept on arguing, althoughultimately he had to move to Bangalore queue(Figure 3). His position in the Bangalore queuewas much behind my position. He lost theleading position that he had because hedelayed the decision to move.This led me to think. There are two mainlessons that we can decipher
 –
 
(a) How quickly you make correct decisions
– 
agility in makingdecisions is the key capability that will definesuccess in a world that changes (b) Winners inthe existing world have deep inertia to move tonew changing world.
This is a key lesson
 –
 
the companies that are
winning in today’s world will have to move
quickly to the new world 
– 
else they will not beable to continue their winning position in thenew world.
However, the very success thatthese companies are enjoying
creates inertia for them to move or adapt to the new world that is changing or has changed 
. The winningcompanies are slow in decision making whichcan lead to a shift in their market share or infact repositioning behind the companies thatcreated the shift or were agile in adapting to itat the first place.Let us extend our thought experiment a littlebit more. Suppose the airline management gotcranky. They said every 5-10 minutes thecounters will be changed randomly. No bodycan predict which counter will have which flightsay 5 minutes later. It will be complete chaos.What are the options for the person bound toBangalore to get his boarding pass (See figure 4above)?

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