Collaboration


Elementsofcollaboration800

People are no longer a company's best asset, they are its best technology

Collaboration needs contribution, commitment, and championing. To be sustainable, it needs to be embedded in the core principles that move us to action.

Marketing the makes business sense is also about understanding what customers want and helping deliver it. Delivering the relevant response might involve having to make fundamental changes in the way the business works.

Often marketing does not have real influence inside a business – especially if that happens to be a B2B. So much so, that you'd have to break the glass in case of marketing.

Does collaboration help with delivering better insights, better products, services, and experiences? What does collaboration mean to you?

 

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0 responses to “Collaboration”

  1. I tend to grimace a bit when I see comments about people being a company’s best asset, or something similar; like others, I’ve seen the disparity between corptalk and action. But then I remember that my mother used to say to be careful, or my face would freeze like that, and I unclench my jaw.
    “Marketing the makes business sense is about understanding what customers want and helping deliver it.” I’m sorry, but that doesn’t quite make sense to me. Is a word missing, perhaps?
    The idea of collaboration is exciting; the reality of it – making it work, making it both invigorating and yet routine – is difficult. In my opinion, it’s something that a company has to work on every day.

  2. thank you for pointing that out, Bill. I end up writing posts late at night and although I run spell check, the program doesn’t tell me when I’m not making complete sense.
    Disparity between corptalk and action sometimes happens when those in a leadership role feel there are certain things “expected” of them vs. looking to contribute with their vision.
    When working with a new team, it’s easy to feel invigorated – the newness of a beginning, getting to know people, etc. The trick is to find ways to step back often and keep that sense of wonder over time. I’d say as individuals we work constantly on not taking the people in our lives for granted as well.

  3. I have the same problem, particularly when I've been 'crafting' a
    response. I am delighted that I've found 'just the right word' and
    don't notice that now, the sentence sounds like something Yoda would
    say.
    I recall once being in a group meeting where a local manager said
    something like "I challenge you to…" whatever, and thinking "And
    if we meet that challenge? What's in it for me?"  Now, I suspect,
    the answer is obvious: we might not fire you.  (And yet, and yet: I
    still believe in mission statements, 'stretch' goals, and all of
    that.  Amazing, isn't it?)
    Take care.

  4. Collaboration helps with just about everything, as I see it. How many of the most life-changing ideas realized can we think of which came out of a vacuum? I’d say, ZERO.
    We are all people. We are all human beings. We are customers and stakeholders. We are not assets as figured on a bean counter’s spreadsheet somewhere. The sooner we all recognize each other as equals, the sooner we’ll see the bar raised by elevating the foundation (instead of extending success further out of reach of those who struggle).
    The most important business need is the success, happiness, and devotion of its employees. Someday, someone is going to offer your top performers more perks, more freedom, more money. Why would they want to stay with your organization no matter what?
    That, in my not-so-humble opinion, is the result of collaboration.

  5. “People are no longer a company’s best asset, they are its best technology”
    “I tend to grimace a bit when I see comments about people being a company’s best asset”.
    What are people in the business model.
    The way I look at it, an asset is something you trade. Unless you’re a body shop chances are you’ve never traded people.
    You can trade the “idea” that you have great people. But that’s different. In that scenario you’re trading the promise of great people ( and if you have how do you know – saying our people are our greatest asset is not saying anything unless the people are the greatest).
    That the sell side. The whole employees are our greatest asset is the longest rabbit whole in the business.
    By the way, I think Brian is referring to the buy side. If I want to trade the idea of the greatest people ( a great value proposition) you need to “buy” them.
    The challenge for every business is to sell high and buy low – Indeed, the buy side is far more important to strength, endurance and resilience than the sell side – You die on the buy. ( shame we put our “smartest” on the sell side”).
    “Perks, more freedom and more money” area buy high strategy. What else can a corporation trade that is worth more than $?. That is the essence of the wisdom of the trade.
    Peter

  6. Take 2 ( apologies)
    “People are no longer a company’s best asset, they are its best technology”
    “I tend to grimace a bit when I see comments about people being a company’s best asset”.
    What are people in the business model?
    The way I look at it, an asset is something you trade. Unless you’re a body shop, chances are you’ve never traded people.
    On the sell side, you can trade the “idea” that you have great people. But that’s different. In that scenario you’re trading the promise of great people ( and if you have promised great people, how do you know they’re great? – saying our people are our greatest asset is not saying anything – unless the people are the greatest). Otherwise you’re making a promise that you don’t know how to keep.
    The whole “employees are our greatest asset” is the longest rabbit whole in the business.
    By the way, I think Brian is referring to the buy side. If I want to trade the idea of the greatest people ( a great value proposition) you need to “buy” them.
    The challenge for every business is to sell the promise of the greatest employees high and buy the same employees low – Indeed, I think the buy side is far more important to the corporation’s strength, endurance and resilience than the sell side – You die on the buy. ( shame we put our “smartest” on the sell side).
    “Perks, more freedom and more money” are a buy high strategy. What else can a corporation trade that is worth more than $?. That is the essence of the wisdom of the trade.
    Peter

  7. I do like how you cut through accepted rabbit holes, as you know. The other one, of course, being markets are conversations…
    I never believed in the “asset” view of people. Someone came up with the sound bite at some point, and the whole world copied it without thinking. Choosing your battles is something corporate America has taught me well.
    The buy side is critical. Which is why the idea of pull is much more powerful than that of push. You need to have something that is worth more than $ to do good trade.
    Organizations that go after what is perceived at “top talent”, often trying to poach a senior person from a competitor, think in terms of asset – and we should recognize that is a game of perception and of past success vs. a true assessment of potential and knowing your model.
    Those same businesses see branding as an exercise in messaging instead of recognizing it as a building block of the conversation to draw out the model.

  8. You know, that gives me an idea. What if companies *did* trade people? “I’ll give you Smith from my Accounting for Jones from your Asset Management plus one future draft choice”
    Interesting idea….

  9. Hi bill,
    I’ve thought of this too. Imagine if corporations joined a league where they could trade their people.
    The idea is that corporations help the people who want to move and take a transfer fee or a swap. They could even provide seed equity to those who want to set up.
    Whst corporations fail to see is what they don’t intend. Corporations are perfect vehicles for developing radical ideas – inert, political, change resistant. This is boot camp for game changing ideas. But rather than recognise this and take a piece of the action they let people walk out or march them out. They throw the diamonds out whilst polishing the turds.
    My point is every corporation of requisite complexity could create more value by Figuring how to trade everything they have (whether they intended it or not).
    Nice to chat bill and valeria.

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