Collaboration Techniques for Small Business

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How to increase wealth through more effective collaboration amongst small business operators.

How to increase wealth through more effective collaboration amongst small business operators.

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  • 1. CollabIT Small Business Collaboration in IT Providing invaluable assistance for business on how to survive in the current economic environment through collaboration and support Russell Yardley Algonquin Investments yardley@algonquininvestments.com
  • 2. The Lone Wolf
  • 3. Soon learned to hunt in packs
  • 4. The group out performs the individual result more protean for everyone We all grow taller and stronger
  • 5. Co-ordination Co-operation Collaboration Co-ordination Co-operation Collaboration •Driven by directive •Driven by an immediate need • Driven by mutual self interest •Focus on short term goals •Can succeed even if commitment •Requires high level of commitment uneven on both sides •Teamwork helps but not essential •Value is incremental & uneven •Creates new value •Value created by individual action •Only one party may benefit •Value can be shared by both parties •Little additional value •Lower level of trust than for •Often requires specialisation •Trust not essential to success collaboration •Requires high levels of trust Increasing levels of trust Source: Economist Intelligence Unit
  • 6. Source: The Origins of Wealth Eric D. Beinhocker
  • 7. • Complex • Complicated Collaboration Co-operation Co-ordination • Chaotic • Simple When do you collaborate? From Shawn Callahan Anecdote
  • 8. • It’s about creating capacity and capability in small groups of SMEs by combining their specialisations to achieve exceptional results • It’s about each share of the rewards from these results being more valuable than those from solo endeavours • The complex collaborative enterprise works because each SME is Collaboration: honed to do what it does best and is driven to meet its What is it? obligations to the group • It is in each member’s interest to ensure that their fellow members are capable and do perform at the highest possible level • It becomes self evident that all members should share resources and opportunities to maximise the enterprises rewards
  • 9. • Create a CollabIT group that has a shared goal • Increase revenue by sharing customers building on trusted customer and member relationships • Better utilising resources (employees) • Reducing expenses by sharing common expenses (accounting/legal etc) • Use this goal to direct and motivate action Collaboration: What to do? • Create real boundaries (who’s in who’s out) • Develop methodologies to achieve goals • Processes to assure repeatable high quality • Processes to minimise transaction costs • Hard to reverse commitments demand shared ownership of assets to align interests of participants to help collaboration to endure over long periods • Provide a vehicle for collective learning (capturing lessons learned, heuristics, adaption and innovation)
  • 10. • Build groups that are complimentary not competitive • Different but overlapping expertise and capabilities • Mutually supporting goals • Similar cultures • Combine specialisations maximise Collaboration: How to keep it going? customer value which will create the most wealth for all • Recognise that complex relationships can only be built on trust as they are too difficult to render to a legal agreement • So it is all dependent on building trust
  • 11. Performance A performance culture stimulates its members to do their best, go that extra mile, take initiative and constantly improve everything that is done within the organisation. It accepts mistakes by Collaboration: turning them into learning opportunities. It Creating the culture measures outcomes to improve execution. An honest culture ensures members understand reality. Important things are clear and understood. Members are honest with each other and themselves. A merit based culture rewards people based upon the value of their contribution.
  • 12. Co-operation A mutually trusting culture trusts other member's motivation and trusts in their skills to get the job done. A reciprocating culture encourages its members Collaboration: to quot;do unto others what you would like other to Creating the culture do for youquot;. A culture with a shared purpose has members who put the organisation's interests ahead of their own and behave as if everyone is in this together.
  • 13. Innovation A non-hierarchical culture provides permission for everyone to challenge ideas and provide ideas for the organisation's good. Value and argument are all that counts never titles or positions. Collaboration: An open culture welcomes new ideas regardless Creating the culture from where they came. An evidenced based culture ensures that the facts are established first and argument is based on hard evidence not opinion. A challenging culture ensures that there is a sense of competitive urgency - always.
  • 14. Russell Yardley Algonquin Investments yardley@algonquininvestments.com www.AlgonquinInvestments.com