The document discusses managing connections to optimize innovation. It explains that collaboration involves interacting with an explicit purpose to engage in new value creation by sharing risks and rewards. Partnerships can scale from simple exchanges of value to joint creation of value through a sustained commitment built on trust in competency, intention, and perceptions. The relationship between connection, collaboration, and partnership is examined along a spectrum of increasing disclosure and complexity. Effective managers must manage interactions between people, not just manage people, to foster innovative conversations and relationships.
2. COLLABORATION:
interacting with explicit purpose
engaged in new value creation
sharing the risks and rewards
with a specific end
3. PARTNERSHIP SCALE
Connection Collaboration Relationship
Exchange of value
Joint creation of value Sustained value
commitment
Trust in competency
Trust in intention
Trust in perceptions
Increasing Disclosure and Complexity
4. Connection Collaboration Relationship
Arms Length
Licensing Consulting
Services Contract
Research Collaborative
Research Joint Venture
In-Sourcing &
Joint Venture
Ready to use
elements
Experience & Equipment
Defined outcomes
Defined problems
Shared problems
From: Kleyn, D., Atun, R, and Kitney, R., “Partnerships and
Reciprocal IP
Innovation in the Life Sciences, Imperial College, London, 2006
5. “The tough question that managers need to
answer isn't, ‘How do we build better teams?’
The question is ‘What kind of conversations
and interactions do we want to create?’
Innovative managers understand that they must
do more than manage people. They need to
manage the interactions between people.“
Michael Schrage, MIT
Serious Play: How the World's Best Companies
Simulate to Innovate, and
No More Teams: Mastering the Dynamics of
Creative Collaboration
