Tag: Collaborative culture

Collaborative business modelsCollaborative cultureCulture change

BCG six rules for managing complexity come down to one: make cooperation happen

As it has been explained in previous posts, Destinations 3.0 are developed upon cooperation between a wide variety of agents, encompassing DMO, DMCs, Tour-operators, Government, local suppliers, local community, etc. To make this cooperation work and manage such a complex network of players, the Boston Consulting Group has developed a new approach to managing complexity, called smart simplicity, which hinges on six simple rules. Guess what? All six rules come down to just one: make cooperation happen.

How do companies create value and achieve competitive advantage in an age of increasing complexity? That’s the question authors of “Six Simple Rules” Yves Morieux and Peter Tollman try to answer. For them, the winners of the new much more complex context will be the companies that can transform complexity into competitive advantage. For that to occur, they provide six managerial rules that go for companies, managers and employees with less-direct control, fewer systems, more flexibility and more autonomy. If read carefully, all six are about increasing cooperation at organizations, but three of them talk about it more directly.

Rule number two is “Look for Cooperation”Authors ask managers to find out how cooperation happens and who makes it happen; identify the “integrators”, the people and units who bring others together and drive processes; and eliminate layers and rules and give these integrators the power, authority, and incentives to make the entire task succeed.

“Six Simple Rules” differentiate between Cooperation and Collaboration. For them collaboration is about teamwork and good interpersonal relationships, which could even lead to the avoidance of real cooperation. Cooperation is a demanding activity that involves taking individual risks because individual contributions to the joint output can’t be directly measured. People only cooperate when, by cooperating, they can win as individuals. “Remove managerial positions if they don’t influence people to cooperate”, authors advise.

Rule number four: “Increase Reciprocity” (to make cooperation happen). Instead of relying on dedicated interfaces, coordination structures, or procedures, authors recommend managers to increase reciprocity, which ensures that people have a mutual interest in cooperation (as their success depends on each other). “Reciprocity makes people cooperate more autonomously and, therefore, makes organizational life simpler.”

And finally, rule number six: “Reward Those Who Cooperate”. If people think cooperation is risky, make it riskier not to cooperate. Most organizations punish failure. But that can make people risk averse. The challenge is to encourage risk taking that improves performance.  For Yves Morieux and Peter Tollman the solution is encouraging cooperation. “People take personal risk, and risk becomes fruitful for the company, when they know they can count on others to compensate, relay, absorb, or provide a safety net in case things go wrong”, they consider.

The original article is available at Why Managers Need the Six Simple Rules

This article is from www.co-society.com/half-bcg-six-rules-better-simpler-management-cooperation/

Collaborative business modelsCollaborative cultureCulture changeInnovationInnovative culture

A fresh outlook to public-private sectors relationship where a Co- mindset is key

Since the latest global financial crisis, new evidences prove the mindset shift ingrained in the private sectors in accordance with the trends of Marketing 3.0, namely referring to the business mission driven purpose and the cooperation between businesses and also with governments. This article deepens in the new role of governments in this new paradigm. For Willian D. Eggers and Paul Macmillan, authors of The Solution Revolution, it’s time to contemplate a fresh outlook to public-private sectors relationship where a Co- mindset and practice is key.

As tough societal problems persist and government budgets tighten, citizens, social enterprises, and even businesses, are relying less and less on government-only solutions. The Solution Revolution describes how, as the subtitle puts it, “business, government and social enterprises are teaming up to solve society’s toughest problems”.

These wavemakers range from edgy social enterprises to mega-foundations that are eclipsing development aid, to Fortune 500 companies delivering social good on the path to profit. In order to make the biggest impact, they have started to think holistically about their role and their relation to other players, not as competitors fighting over an ever-shrinking pie, but as potential collaborators. By erasing public-private sector boundaries, they are unlocking trillions of dollars in social benefit and commercial value.

For the “Solution Economy” new players, government is an essential part of the solution but government’s role have to change dramatically. The traditional boundaries between public and private sector should blur in order to get better results when dealing with social problems. There are some on both sides of the divide who doubt whether there should be such a divide at all. They are realizing that each sector stands to do better with a little help from the other.

Fortunately, as The Solution Revolution points out, international companies are increasingly seeking “progressive structures” through which co-operation is endorsed and regulations are created to engender higher levels of trust and mutual interest between companies, sectors, supply chains and markets.

Thus, the business world is undergoing such profound change that a fundamental rethink of the relationship between companies and governments is required. For instance, the so called “Purpose Economy” or “Purpose-Driven companies” where a new CSR mindset is less about PR and more about looking at problems as opportunities, including social problems as education, water, low-cost healthcare, sanitation, recycling, or reducing traffic congestion.

The Solution Revolution examines scores of examples of how this kind of Co- approach is already solving social problems. Here are some of them:

  • Recyclebank turned recycling into a game by uniting cities, citizens and companies around a system of exchange and rewards. Citizens are encouraged to recycle more by earning points that can be redeemed for discounts and deals on products and services from Recyclebank’s network of more than 100 corporate sponsors.
  • Unilever created an entire ecosystem of diverse partners to address an urgent sanitation problem affecting more than 600 million poor Indians. It acted as a partner with NGOs, banks and schools to create a profitable market for cleaning products in rural India.
  • NASA partnered with SpaceX and other private space companies when fiscal constraints shut down the agency’s space shuttle programs. SpaceX’s unmanned Dragon capsule successfully docked on the international space station in May 2012.

You may find the original article in The Solution Revolution

This article is from www.co-society.com/fresh-outlook-public-private-sectors-relationship-co-mindset-key

Beyond the proposed destination models 3.0, which other public-private partnerships do you envision for tourism destinations?

Business model innovationBusiness trendsCollaborative business modelsCollaborative cultureCulture change

Business ecosystems come of age

As it has been explained in many posts and Whitepapers, one of the key success factors of destinations in their evolution towards the Vision of Tourism 3.0 is to develop an innovation ecosystem integrated by different types of contributors. In that regard, Business Trend Series Deloitte’s report Business ecosystems come of age presents a series of articles describing how businesses are moving beyond traditional industry silos and conjoining networked ecosystems, creating new opportunities for innovation.

The report offers a glimpse of how some view the rise of ecosystems as an opportunity for creating powerful new competitive advantage as it becomes increasingly possible for firms to deploy and activate assets they neither own nor control and expand the possible beyond of their expertise and activities.

This brief summary outlines the various subjects and ideas dealt with:

Introduction: A brief history of the concept of ecosystems applied to business and how it all started in the technology sector but now is also taking root far beyond.

Blurring boundaries, uncharted frontiers: Long-standing boundaries and constraints that have traditionally determined the evolution of business are dissolving, allowing new ecosystem possibilities to flourish.

Wicked opportunities: Many kinds of complex, dynamic, and seemingly intractable social challenges are being reframed and attacked with renewed vigor through ecosystems formed by unprecedented networks of NGOs, social entrepreneurs, governments, and even businesses coalescing around them.

Regulating ecosystems: Regulators are challenged to create policies and solutions that protect the public’s interests and are also dynamic enough to keep pace with innovation born through ecosystems.

Supply chains and value webs: A set of powerful developments have worked together to help transform the business environment, changing how supply chains are configured, further heightening their strategic significance for many firms, and creating new leadership imperatives for the years ahead. Now “companies don’t compete—supply chains do.”

The new calculus of corporate portfolios: The rise of business ecosystems is compelling strategists to value assets according to an additional calculus, often generating different conclusions about what should be owned.

The power of platforms: Properly designed business platforms can help create and capture new economic value and scale the potential for learning across entire ecosystems.

Minimum viable transformation: Business model transformations are not unprecedented, they have always happened. It is not even new that business model transformations must consider the evolution of a company’s broader ecosystem. What is new today is that such transformations must be considered and accomplished routinely—not as storm-of-the-century events.

You may download the document at Business ecosystems come of age

This article is from www.co-society.com/official-business-ecosystems-come-age-deloitte-confirmed/

Co-creationCollaborative cultureCulture changeInnovationInnovative culture

Co-ideation with employees, a first step for a much needed mindset and culture change

Destinations 3.0 intend to engage both the DMO employees and local stakeholders in co-creating contents and products in the form of life-changing experiences. This article brings us a case study showing how to create innovation teams and foster internal cooperation to boost innovation.

New collaboration efforts on innovation are usually almost exclusively put on initiatives, partnerships or projects with some other companies or external agents as providers, distributors, developers, academics or even customers. But often there is another area where to try to make the most of collaboration to innovate in a way that is easier, less risky and many times as fruitful: within the companies themselves.

Co-innovation between different departments or with employees not directly linked with innovation functions it’s still unusual. Maybe one of the reasons is because it’s kind of counterintuitive to think that anything else is needed to foster collaboration once you hire talent and put it under the same roof with common goals. But in practice, things do not work this way.

We have already some experience initiating and managing processes within companies of different sorts and from different sectors in order to create innovation teams with employees never before asked to think and implement new ideas. It’s not an easy task. Tools and methodology are needed. It is also very important for companies trying to tap into own talent for innovation to constantly explore what is going on beyond the walls of their sites, areas of expertise, business model and industry  to avoid the syndrome that make internal ideas often biased by a reapplication of knowledge, methods, and solutions which hinders creativity and market sensitivity.

But outputs are positive and important. For start, a first experience that acts as a necessary spark for a culture and mindset change in order to create a needed “company’s second operating system”, the one in charge of the future of the organizations. Co-innovate internally is the best first step and learning & testing way to co-innovate with external agents afterwards.

There are many ways to foster internal collaboration to innovate. Siemens is one of the big global companies that puts lots of efforts into their innovation goals and they have lots of initiatives on open innovation, co-creation and co-ideation within the company itself. This article describes two of the tools the company is using successfully for such a goal: TechnoWeb, an online platform that can be used by all Siemens employees worldwide to share ideas and research trends; and an Open Co-Ideation competition that invites researchers from different departments to share their knowledge.

TechnoWeb and the Open Co-Ideation competition exemplify new approaches for the internal generation of ideas, some of them already turned into successful company products as the article shows. But more importantly, they are causing Siemens’ corporate culture to change. As Christoph Krois, responsible for innovation management at Siemens, explains:  “It’s no longer a case of my knowledge, your knowledge, or my precious secrets, because as we proved with this tools and processes, knowledge is the only thing that increases if you share it”.

You may check the original source at Co-ideation and Knowledge-Sharing culture in Siemens

This post is from www.co-society.com/co-ideation-employees-first-step-much-needed-mindset-culture-change/

What cultural barriers prevent these innovation practices from being developed more often in corporations?

 

Collaborative cultureCulture changeMarketing 3.0

Why is it necessary to create a collaborative culture?

The future of destinations is likely to depend upon a strong force that breaks the traditional rules of competition through stimulating cooperation, hence causing the union of its poles. Therefore, the future of destinations will be based upon the capacity of creating those conditions.

It is necessary to make repelling agents such as businesses and people, work together creating synergies benefiting the whole community. This change entails developing a new culture, which means changing values, beliefs and attitudes in both poles: businesses and consumers, as well as other kinds of stakeholders.

Throughout history, societies that have developed an economic system but not a culture to drive it forward have collapsed. Nowadays, the speech about entrepreneurship in Europe puts its focus on the need for creating spaces for entrepreneurs, when the real need is to develop a culture of entrepreneurship.

Therefore, when we talk about smart cities or smart destinations, are we only talking about urban and system planning? Good systems themselves are useless if there is no active culture of cooperation among agents.

Hardware x Software = System or Economy x culture = Society

The future is a destination where there is cooperation in two ways: a smart destination from the systems perspective and collaborative from the social perspective; a destination where there are thousands of exchanges and connections between business agents and social agents; destinations where products and services are developed in cooperation with social entrepreneurs. A destination where business and social agents are not connected is likely to fail, because the future of the economy is based upon collaborative models.

Therefore, the future of destinations is not based only upon developing infrastructure and technology, but on creating the conditions to facilitate efficient and long-lasting cooperation among all stakeholders.
This post has been inspired by an article in www.infonomia.com , the leading Spanish Forum on innovation.

Collaborative business modelsCollaborative culture

Seven habits for a highly successful Co-initiative

As you may have read in previous post or some of the Envisioning Tourism 3.0 Whitepapers, destinations approaching Tourism 3.0 have to develop a culture of collaboration to enhance the success in the development of collaborative business models and co-creation activities. This article from McKinsey & Company sums up to seven the number of ways to make partnerships successful. Marco Albani, the author, refers specifically to advices to take into consideration when creating and maintaining an alliance to address social and environmental issues, but tips can be likewise applied to any kind of partnerships and all sorts of Co- initiatives.

These seven habits for a highly effective Co- are the result of a research consisting basically in the interview of dozens of business, government, and NGO leaders.

These were the seven essential principles identified for success in a Co- initiative:

01.- Identify clear reasons to collaborate

Any collaboration must make sense for all parties. Commitment can be weak if partners sign up for an alliance simply because they don’t want to say no. A nascent partnership must identify strong incentives.

02.- Find a ‘fairy godmother’

As in any other kinds of projects, first movers take the biggest risks. Behind most successful collaborations are one or a few organizations that are willing to invest more than the rest to make the effort a success. And that’s ok. For any idea of Co-, you can probably find a high-performing, credible institution that can be a fairy godmother for the project because is passionate, credible, and courageous enough about the idea. Take profit of such organizations if you find them.

03.- Set simple, credible goals

One main barrier for collaboration success is partners with different agendas. Is therefore necessary to avoid this by setting. An aspirational goal that everyone agrees on… and everyone involved can achieve.

04.- Get professional help

When organizations come together, they each could have their own incentives, biases, and organizational cultures. Odds of conflict are highest when organizations are from completely different sectors and cultures. The first few months tend to be particularly rough. Collaboration projects increase their chances of success if a “neutral” facilitator is included in the project. A professional facilitator not only has an expertise on how to implement collaboration but, more importantly, represents a common and neutral ground to work with.

05.- Dedicate good people to the cause

Successful collaborations, at least at the start, are led by senior leaders from the founding organizations. A co- project it’s usually difficult enough to need dedicate qualified staff. A co- project it’s usually strategic for organizations involved, so they should resource it like it is strategic. So not trainees or time dedicated besides business as usual. The good news are a co-project effort is like a start-up, so talented individuals will give their all if they believe in the goals and allows them to work differently as usual. Working on a major collaboration should be an exciting career builder, not a dead end.

06.- Be flexible in defining success

A Co-project if successful if it changes somehow the rules of a game in a positive way. But a Co-project (as most of any other kinds of projects) hardly will change the world. So it’s not a good idea to think so and then when it doesn’t, think that it failed. Understanding the nature of the change aimed will help not to dismay when trying to get it.

07.- Prepare to let go

No collaboration should be kept alive beyond its useful lifetime. Once set up a goal, it should be planned a process for the collaboration either wind down or become an independent entity.

This post is from www.co-society.com/seven-habits-highly-successful-co-initiative

The original article includes several real cases for each lesson learned. See the original post at     Creating partnerships for sustainability

Would you consider any other profitable habit to enhance the cooperation success?

Collaborative cultureCulture changeMarketing 3.0

The principles and goals of a destination model: coordination

Coordination is as much important as participation, to enhance effectiveness and profitability in the use of material, human and financial resources, generating synergies and economies of scale. Furthermore, coordination and cooperation among all stakeholders within the industry makes it possible to develop some programs that are difficult to carry out individually due to their high cost.

In this regard, it is crucial to develop a new culture of cooperation within the destination stakeholder system, moving people to shift their attitudes in vision of a future of shared success. The Whitepaper “Building a culture of cooperation and innovation is to explain the benefits and the process to carry out this cultural change.

The destination model should have development goals in at least four areas: economy, society, culture and environment.

Economy: generate revenue benefiting the local businesses and inhabitants, creating jobs and empowering the micro service businesses to grow, namely those at the base of the pyramid.

Society: sustain the prosperity of the local population with the enhancement of their quality of life and the satisfaction of the visitors.

Culture: preserve and leverage the cultural heritage as a key asset of the destination, encompassing monuments, traditions, gastronomy, etc.

Environment: preserve the natural heritage and landscape, controlling the impact on the fragile resources of the destination.

The accomplishment of these goals is to be carried out by drafting specific objectives in each area and key performance indicators to monitor the evolution of the development in relation to the aforementioned goals.

Which other areas would you consider to set development goals?

Collaborative cultureCulture changeMarketing 3.0Strategy planning & execution

The principles and goals of a destination model: participation

Participation should be the most inclusive and intensive as possible, encompassing public and private agents involved in the planning and management of the tourism businesses to guarantee the success of the development model. It is necessary to ensure that the tourism development will be a win-win deal for all local stakeholders and therefore nobody is excluded from the welfare distribution.

The effective participation of many stakeholders is the best guarantee of consensus, commitment and will for implementing the development model. It is convenient to convey an image of cohesion and effectiveness to the stakeholders outside the tourism industry, so long as their cooperation is likely to be necessary at some point.

Furthermore, participation is to leverage all the stakeholders’ intelligence and creativity, also as a starting point for developing a culture of collaboration and innovation, and to set the basis for a successful development of the open innovation system. In this point it is important to understand that participants are very much willing to bring in their ideas and to have their opinions taken into account, so to feel co-creators of the development project. Further, by letting them know how their ideas and opinions have been useful, they are likely to build an emotional connection with the project, thus enhancing their commitment and will for contribution throughout its development.

To what extent do you think that local stakeholders opinion should be considered?

Collaborative business modelsCollaborative cultureInnovationInnovative cultureOpen innovation

The Marketing Plan 3.0: Developing a network of professional contributors

The development of a network of professional contributors should entail the following steps:

  • Set innovation goals and metrics to track results. Considering all kinds of desired outputs, set innovation goals and objectives in accordance with the executive board and innovation advisors. Formulate specific, measurable and time-bounded objectives, and prioritize them to build the innovation system according to the real needs and guide the innovation efforts. Then, design a set of metrics to monitor the project’s results.
  • Draft a comprehensive list of the needed profiles encompassing researchers, idea generators, producers and experts in all fields, as long as innovation is to be carried out by groups including these four contributor profiles. Some of them may be Strategy consultants, IT consultants, environmental experts, without disregarding some professionals for content creation such as writers, graphic designers, photographers and audiovisual developers.
  • Research networks and identify potential contributors. Get to know them well to create a database including their skills, experience, education, achievements, professional interests, associated network, and personal remarks regarding their concerns, values and aspirations. Invite them to a business oriented presentation explaining the goals and operation of the Open Innovation System, also to sense their interest and vision.
  • Identify potential leaders. As the open innovation has to work as a decentralized system with many leaders, it is necessary to have one in each field of expertise at the very least. These should have collaborative mindsets and empowering leadership style to further engage other contributors. Further, there should be some key influencers and destination executives championing the open innovation development to involve new contributors.
  • Market contribution as an opportunity to showcase their skills, connect with like-minded professionals, build reputation within their professional community, get rewards according to their contribution, achieve visible results that may bring them more professional credit, etc. Collaborate with professional associations to search for contributors and to market open innovation contribution as a professional opportunity.
  • Design reward system. Research on the market fees for each type of contributor to have a comprehensive fee list considering field of expertise, experience, achievements, proven skills, and other relevant variables. As long as innovation challenges are to be driven by collaboration among contributors, there has to be a way to assess the value of each contribution, as the final result may be a mix of ideas coming from different innovators.
  • Organize a kick-off workshop and open challenge to showcase how the system works. Pose an easy challenge in which most contributors are likely to be rewarded. An initial success story is crucial to motivate contributors in engaging further. Listen to their opinions, reviews and suggestions for improvement. Thank them for their feedback and let them know how useful it has been to streamline the system.

Beyond these initial steps, there are other key success factors that should not be disregarded:

  • Building a culture of trust, innovation and collaboration
  • Searching and connecting with external innovation networks to cooperate
  • Encouraging contributors to travel to bring in new ideas from other destinations
  • Organize workshops to train in co-creation, marketing, leadership and other subjects
  • Identify needed infrastructure to facilitate and enhance collaborative innovation

Keep in mind as an innovation mantra that “those that will succeed are the ones that embrace creativity and experiment with different ways of reaching and engaging their customers”.

Do you think of other necessary tips or key success factors?

Collaborative cultureCulture changeInnovative cultureMarketing 3.0Strategy

The Marketing Plan 3.0: Overcoming barriers in the social media adoption

When introducing and trying to engage employees and community stakeholders in social media platforms, there may be many barriers, fears, concerns and attitudes that pose a cultural change challenge. Therefore, it is necessary to research and listen to these employees and community stakeholders on their opinions, visions and attitudes about engaging in social media to assess the need for a specific culture change and internal marketing strategy to deal with these obstacles. For instance, some of the barriers may be:

  • Fear of negative reaction from customers
  • Lack of time or internal resources
  • Fear of extra workload for the employees
  • Lack of knowledge and expertise
  • Not convinced about its profitability
  • Fear of losing privacy

Once all the barriers are well known, there has to be design and implementation of a Change Strategy to overcome them based on the following sequential patterns:

1. Create a guiding coalition ·   Identify and engage change agents as social media catalysts

·   Assemble a coherent group to lead the change

·   Integrate this team into the affected groups

·   Bring in champions in each group dedicated to social media success

2. Develop a clear vision ·   Create a catalyzing vision for the social media effort

·   Develop strategy in line with the overall vision

3. Share the vision ·   Communicate the vision in every possible way to the community

·   Commit executive and community leadership to supporting the vision

·   Coalition members should be role models for the community

1.    4. Empower people and remove obstacles ·   Organize training courses on storytelling and content creation

·   Organize training courses on social media adapted to all audiences

·   Change structures, systems, compensation and any factors that obstruct the social media effort

5. Secure consistent short-term wins ·   Make public and visible performance improvements

·   Celebrate victories in line with the overall  program vision

·   Reward and recognize those securing the wins

·   Publicize the progress of the project together with the contests

6. Consolidate and keep moving ·  Use momentum to gradually change all systems and processes that don’t support the program’s success

·  Enable change agents throughout the organization and community

·  Energize the project with consistent flow of new content of all types

7. Anchor the program in the organization and the community ·  New approach should be anchored in the culture of the community

·  Real key to social media success is in transforming the organization and community to the culture of a social enterprise

·  Maintain consistent action to further embed behaviors and discipline

 Do you think of other barriers or necessary steps to overcome the stated ones?