Tearing a hole in the collaboration myth

Early sales figures for our book Implementing and Managing Collaborative Relationships suggest that managers are taking notice. For those of you who have bought a copy we thank you and would welcome your feedback. This is the first of a series of posts that will expand on some of the guidance in the book.

 People realise that in order to get things done they need to work with others. This is particularly visible in the voluntary sector. The idea has also been used by big business announcing joint projects which boosted their share value. However, very few of these efforts made the grade. And yet, ‘collaboration’ continues to be the buzzword to use.

 People attempt to implement a collaborative relationship but are not sure what is required or even where to start. They are usually enthusiastic and everyone puts in much effort but, because things don’t work out as expected e.g. the Board see no difference in the bottom-line, chaos or apathy sets in and finger-pointing and recriminations result. Nobody knows why. We have seen this situation time and time again in some of the biggest blue-chip companies who frankly have the money and management to do better.

 “You are telling me that our major client (global oil and gas company) introduced collaborative working 18 months ago, this is the first I’ve heard of it!”  Regional Director, Global IT Supplier

 There appears to be a widespread lack of understanding of what collaboration is all about and that it needs to be positively ‘managed’. It cannot be treated as a bolt-on, it must be an integral part of your management structure. In our series, we intend to go through the steps that will provide a clear relationship management route to a successful joint operation.

 “I don’t care if the agreement delivers or not as long as they comply with the contract.” Government Commercial Officer