Collaboration (Business Social Networking)

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Morten Hansen's book Collaboration, good basic stuff on what to do and what to avoid. New (to me, anyway) thinking on networking.

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  • Collaboration (Business Social Networking)

    1. 1. Collaboration<br />Morten T. Hansen.Collaboration: How Leaders Avoid the Traps, Create Unity, and Reap Big Results<br />(Boston, MA: Harvard Business Press, 2009) <br />
    2. 2. Collaborating in hostile territory<br />Over-collaborating<br />Overshooting the potential value – the synergy trap<br />Underestimating the costs<br />Misdiagnosing the problem (see barriers)<br />Implementing the wrong solution (see barriers)<br />Bad Collaboration<br />June 11<br />2<br />jgillis767@aol.com<br />Morten T. Hansen. Collaboration (Harvard Business Press, 2009)<br />
    3. 3. Collaboration defined:<br />Cross-unit collaboration takes place when people from different units work together in cross-unit teams on a common task or provide significant help to each other.<br />It can be joint work between units or a one-way collaboration, as when one unit provides advice to another.<br />In all cases, collaboration needs to involve people: swapping data in not collaboration.<br />Disciplined Collaboration<br />June 11<br />3<br />jgillis767@aol.com<br />Morten T. Hansen. Collaboration (Harvard Business Press, 2009)<br />
    4. 4. Three steps:<br />Evaluate opportunities for collaboration<br />Spot barriers to collaboration<br />Tailor solutions to tear down the barriers<br />Disciplined Collaboration<br />June 11<br />4<br />jgillis767@aol.com<br />Morten T. Hansen. Collaboration (Harvard Business Press, 2009)<br />
    5. 5. ● The not-invented-here barrier<br />● The hoarding barrier<br />● The search barrier<br />● The transfer barrier<br />June 11<br />jgillis767@aol.com<br />5<br />Barriers to Collaboration<br />Morten T. Hansen. Collaboration (Harvard Business Press, 2009)<br />
    6. 6. The first barrier: Why “not invented here” happens.<br />Insular Culture<br />Communication mainly inside a group<br />Status Gap<br />Don’t want to cross status lines<br />Not-invented-here barrier<br />People are unwilling to go outside their own unit toseek input from others<br />Self-reliance<br />Should fix your own problems<br />Fear<br />Do not want to reveal problems<br />Morten T. Hansen. Collaboration (Harvard Business Press, 2009)<br />June 11<br />6<br />jgillis767@aol.com<br />
    7. 7. The second barrier: Why “people hoard” happens.<br />Competition<br />Competition with colleagues and units<br />Narrow incentives<br />Rewards for own goals<br />Hoarding<br />People are unwilling to help and share what they know<br />Too busy<br />No time to help others<br />Fear<br />Loss of power if sharing knowledge<br />Morten T. Hansen. Collaboration (Harvard Business Press, 2009)<br />June 11<br />7<br />jgillis767@aol.com<br />
    8. 8. The third barrier: Why “search” is difficult.<br />Company size<br />Big companies face search problems<br />Physical distance<br />Distance makes search difficult<br />Search problem<br />People who look for informationand people cannot easily findthem<br />Information overload<br />Too much information worsens search<br />Poverty of networks<br />Lack of links undermines search<br />Morten T. Hansen. Collaboration (Harvard Business Press, 2009)<br />June 11<br />8<br />jgillis767@aol.com<br />
    9. 9. The fourth barrier: Why “transfer problems” happen.<br />Tacit knowledge<br />Difficult knowledge to transfer<br />Transfer problem<br />People are unable to transferknowledge easily from oneplace to another<br />No common frame<br />Don’t know how to work together<br />Weak ties<br />No strong relations to ease transfer<br />Morten T. Hansen. Collaboration (Harvard Business Press, 2009)<br />June 11<br />9<br />jgillis767@aol.com<br />
    10. 10. Highly explicit<br />PR(A) = (1-d) + d (PR(T1)/C(T1) + · · · + PR(Tn)/C(Tn))<br />Google, 1996<br />Highly tacit<br /> …a formula for “how to close a tough sales negotiation?” <br />Pick one…<br />Morten T. Hansen. Collaboration (Harvard Business Press, 2009)<br />June 11<br />10<br />jgillis767@aol.com<br />
    11. 11. The barrier-to-solution map<br />Morten T. Hansen. Collaboration (Harvard Business Press, 2009)<br />June 11<br />11<br />jgillis767@aol.com<br />
    12. 12. Lever 1: Unify people<br />Morten T. Hansen. Collaboration (Harvard Business Press, 2009)<br />Create a unifying goal<br />The goal must create a common fate<br />The goal must be simple and concrete<br />The goal must stir passion<br />The goal must put competition on the outside<br />Create a core value of teamwork<br />Not “small teamwork”<br />Not “everybody but us” teamwork<br />Not teamwork “for its own sake”<br />Create a language of collaboration<br />Don’t overdo it<br />Individual accountability is essential <br />June 11<br />12<br />jgillis767@aol.com<br />
    13. 13. The Community Game<br />Peter’s Choice<br />Cooperate<br />Defect<br /><ul><li> You earn $40
    14. 14. You pay $20 </li></ul>Cooperate<br /><ul><li> Peter earns $40
    15. 15. Peter earns $80</li></ul>Your Choice<br /><ul><li> You earn $80
    16. 16. You earn 0</li></ul>Defect<br /><ul><li> Peter pays $20
    17. 17. Peter earns 0</li></ul> 70% - 30% <br />Morten T. Hansen. Collaboration (Harvard Business Press, 2009)<br />June 11<br />13<br />jgillis767@aol.com<br />
    18. 18. The Wall Street Game<br />Peter’s Choice<br />Cooperate<br />Defect<br />Cooperate<br />Your Choice<br />Defect<br /> 30% - 70% <br />Morten T. Hansen. Collaboration (Harvard Business Press, 2009)<br />June 11<br />14<br />jgillis767@aol.com<br /><ul><li> You earn $40
    19. 19. You pay $20
    20. 20. Peter earns $40
    21. 21. Peter earns $80
    22. 22. You earn $80
    23. 23. You earn 0
    24. 24. Peter pays $20
    25. 25. Peter earns 0</li></li></ul><li>Lever 2: cultivate T-shaped management<br />Morten T. Hansen. Collaboration (Harvard Business Press, 2009)<br />Not lone stars and butterflies <br />The power of two performances<br />Managing the individual business unitand communicating up the hierarchy<br />The vertical of the “T”<br />Engage in a variety of cross-unitcollaboration activities<br />The crossbar of the “T”<br />June 11<br />15<br />jgillis767@aol.com<br />
    26. 26. Morten T. Hansen. Collaboration (Harvard Business Press, 2009)<br />Lever 2: cultivate T-shaped management<br />High<br />Cross-companycontributions<br />Low<br />Low<br />High<br />Individual Performance<br />June 11<br />16<br />jgillis767@aol.com<br />
    27. 27. Morten T. Hansen. Collaboration (Harvard Business Press, 2009)<br />Lever 2: cultivate T-shaped management<br />High<br />Cross-companycontributions<br />Low<br />Low<br />High<br />Individual Performance<br />June 11<br />17<br />jgillis767@aol.com<br />
    28. 28. Morten T. Hansen. Collaboration (Harvard Business Press, 2009)<br />Transforming a team into T-shaped<br />Before<br />Change levers<br /><ul><li>Fire
    29. 29. Recruit T
    30. 30. Promote T
    31. 31. Pay for T
    32. 32. Coach for T</li></ul>Behavior vs. Attitude<br />After<br />Harvey Golub, AmEx, and the tetanus experiment<br />June 11<br />18<br />jgillis767@aol.com<br />
    33. 33. Lever 3: build nimble networks<br />No bloated rolodexes<br />Networking not always a good thing<br />Identify opportunities, then capture them<br />Not-invented here<br />Search barrier<br />Hoarding barrier<br />Transfer barrier<br />Morten T. Hansen. Collaboration (Harvard Business Press, 2009)<br />June 11<br />19<br />jgillis767@aol.com<br />
    34. 34. Lever 3: build nimble networks<br />Rules for identifying opportunities:<br />Build outward, not inward<br />Build diversity, not size<br />Build weak ties, not strong ones<br />Use bridges, not familiar faces<br />Rules for capturing value:<br />Swarm the target, do not go it alone (swarming = informal persuasion)<br />Switch to strong ties, do not rely on weak ones<br />Molotov cocktail = weak ties x complicated knowledge<br />Easier transfer = strong ties x complicated knowledge<br />Become a networking “bridge” <br />Morten T. Hansen. Collaboration (Harvard Business Press, 2009)<br />June 11<br />20<br />jgillis767@aol.com<br />
    35. 35. June 11<br />jgillis767@aol.com<br />21<br />
    36. 36. Nimble network = identify opportunities x capture value<br /><ul><li>built outward
    37. 37. diverse
    38. 38. many weak ties
    39. 39. many bridges
    40. 40. swarming targets
    41. 41. switching to strong ties</li></ul>Morten T. Hansen. Collaboration (Harvard Business Press, 2009)<br />June 11<br />22<br />jgillis767@aol.com<br />
    42. 42. Becoming a collaborative leader<br />Redefining success – from narrow agendas to bigger goals<br />Putting personal goals and interests second<br />Getting others to transcend their own agendas<br />Involving others – from autocratic to inclusive decision making<br />Openness to people<br />Openness to alternatives<br />Openness to debate<br />Being accountable – from blaming to taking responsibility <br />Assuming individual accountability<br />Holding others accountable<br />Tearing down personal barriers (to redefining goals, involving others, being accountable)<br />Morten T. Hansen. Collaboration (Harvard Business Press, 2009)<br />June 11<br />23<br />jgillis767@aol.com<br />
    43. 43. “…but you have to learn that you make better decisions through collaboration.”<br />(John Chambers, longtime highly successful “command and control” CEO of Cisco)<br />“…and it’s also as you watch this be successful, you say, ‘Why didn’t I do that earlier?’”<br />finis<br />Morten T. Hansen. Collaboration (Harvard Business Press, 2009)<br />June 11<br />24<br />jgillis767@aol.com<br />
    44. 44. June 11<br />jgillis767@aol.com<br />25<br />thank you<br />
    45. 45. June 11<br />jgillis767@aol.com<br />26<br />Median 160 + 100 + 135 + 168 = 563 / sample of 107 companies<br />Morten T. Hansen. Collaboration (Harvard Business Press, 2009)<br />

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