Collaboration

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Working Toward Totally Transparent Yogurt

Wood Turner has been working in sustainability for 20 years. In 2006 he left his work at a sustainability and brand strategy firm in Seattle to lead Climate Counts, a nonprofit incubated within Stonyfield which scores and ranks large companies on their efforts to address climate change. Now VP of sustainability innovation at Stonyfield, Turner continues his work on bringing climate-conscious practices into the core of business operations. In an interview, Turner describes the collaborative processes that make this strategy work.

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Leveraging the Extended Enterprise: MITRE’s Handshake Tool Builds Virtual Collaboration

“The notion that we were going to crowdsource certain functions really was unheard of,” says Donna Cuomo of the nonprofit MITRE, a $1.4 billion nonprofit R&D organization. A social business tool it developed called Handshake is helping make that kind of virtual collaboration happen. In a Q&A, Dr. Cuomo and MITRE colleagues Laurie Damianos and Stan Drozdetski explain how Handshake has influenced business at MITRE and what challenges they’ve faced in its implementation.

Image courtesy of Flickr user Simon James.  https://www.flickr.com/photos/bearpark/6861722073
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How to Compensate For Overoptimistic Project Leaders

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Would you know if a project was heading off the rails? Too often, members of project teams are crossing their fingers and providing only the most hopeful updates. After reviewing 14 studies into the ways in which individuals report (and misreport) the status of information technology or software projects, the authors identified five specific areas for leaders to look out for to avoid being blindsided.

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Free Article

The Paradox of Leading a Social Business

Among the findings of the MIT SMR and Deloitte 2014 report: as companies begin to reach maturity in social business processes, many of them are finding that traditional management practices are being replaced by a new kind of leadership. In a social business environment, communication practices between customers, employees, and managers are greatly altered — and the way management responds must change, too.

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Rewriting the Playbook for Corporate Partnerships

In fast-changing markets, some companies are developing flexible, adaptive strategic partnerships to leverage the resources of both customers and suppliers. Incentive arrangements focus partners on joint value creation, and companies are sharing information extensively to solve problems together. These partnerships make the most sense when the product or service is of strategic importance to the customer, when the vendor has superior expertise and when there is uncertainty in the relationship.

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Delivering on the Promise of Green Logistics

The best way to reduce emissions and cut costs is to transport goods efficiently. So why aren’t more companies taking the steps that would get them there? In a set of three case studies, one of the key obstacle becomes clear: implementing logistics strategies to reduce emissions requires significant internal and external collaboration between companies, suppliers, and shippers. But as these case studies prove, undertaking complicated process changes can also produce significant rewards.

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Free Article

Social Business: Flat or Hierarchical? A Surprising Answer

The most effective social businesses of the future may start to look more like organizations that long predate modern corporations — so-called “loosely coupled” organizations such as military, education and religious institutions. These organizations remain deeply hierarchical, argues Gerald C. Kane, but these hierarchies operate differently than modern corporations, pushing decision-making capabilities down to people who can better deal with conditions on the ground.

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Five Steps To Leading Change Successfully

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Before making a change, you need to identify the influencers who can push the project forward — or who can cause it to stall. “Left unattended, skepticism, fear and panic can wreak havoc on any change process,” write Ellen R. Auster and Trish Ruebottom.

Their solution is a five-step, proactive process designed to help leaders navigate both the politics and the emotions that are churned up by heading in new directions. The steps include mapping the key stakeholders who will be affected by the change and involving the most influential of them.

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Free Article

Sustainability Goals — Thinking About What Works and What Doesn’t

New research shows which sustainability practices have a statistically significant impact on the overall success of the sustainable value-chain — suppliers, distributors, and partners — initiatives measured, their cost savings, and their revenue impact. The leading practices that showed particular effectiveness were clustered around three areas: engagement, goals and standards, and outside expertise. Managers should focus on the practices that are proven to work, and stop wasting their efforts on reinventing the wheel.

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Organizing R&D for the Future

Executives from around the world agree that research and development is a global effort requiring collaboration. Yet many say their organizations must improve in this area — evolving from the centralized approach that’s prevalent today — to meet strategic goals. In other words, for today’s R&D organizations, there is a significant gap between knowing what to do and actually doing it. Vital as it is to their futures, the art of collaboration is one that many R&D organizations have yet to master.

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Andy C Wales

A New Mix: More Sustainable Beer from Better Water Practices

It’s only natural that a beer company would be concerned about water. It takes five liters of water, on average, to manufacture one liter of beer. When SABMiller mapped its water footprint and found that it took 45 liters of water to produce one liter of its beer in the Czech Republic, and 155 liters in South Africa, the company changed its water practices to make its beer more sustainable. An interview with SABMiller’s senior vice president of sustainable development explains how they did it.

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The Benefits of Sustainability-Driven Innovation

Results from the fourth year of MIT SMR’s research collaboration with the Boston Consulting Group have found that managers who say sustainability has caused their organization to change its business model are also more likely to say that the organization’s sustainability activities have added to profits. Respondents to the survey who changed their business model also generated profits from their sustainability-related activities.

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What You Can Learn From Your Customer’s Customer

Innovative companies fund internal research and development to gain an edge in the marketplace. They also work closely with suppliers to offer greater functionality and performance for their customers. However, some critical new product insights don’t come from suppliers and customers working together but from the customer’s customers. Drawing on numerous examples from technology companies, this article explores the various ways parties can collaborate so that everyone benefits.

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GE’s Colab Brings Good Things to the Company

Ron Utterbeck, the CIO for GE Corporate and the Advanced Manufacturing Software Technology Center in Michigan was vital in getting GE to implement its social network. The Facebook-like network built in-house is called GE Colab and links up the firm’s 115,000 employees from around the globe.

The network has been breaking down corporate silos, helping problems get solved quicker, aiding employees better find internal experts, and making it easier to share files and documents in a meaningful context.

Nilofer Merchant

How Social Tools Can Help Your Company Avoid Strategic Failure

Although most companies think “social media” when they hear the word social, author, consultant and business executive Nilofer Merchant says firms need to expand their understanding, and think about the transformative ways social tools change how an enterprise operates.

Among the fundamental ways social technologies alter companies include removing bottlenecks in decision making, freeing work from jobs; leveraging customers as co-creators; and getting customers to engage around a shared value.

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Driving Growth and Employment Through Logistics

Logistics clusters are local networks of businesses that provide a wide array of services, including transportation carriers, warehousing companies, and freight forwarders. Logistics clusters address several challenges that economies face, including the need for good jobs. In addition to helping companies navigate global supply networks, logistics clusters are contributing to the efficiency of global supply chains and, in the process, increasing international trade and global trade flows.

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The Richard Beckhard Memorial Prize

The editors of MIT Sloan Management Review are pleased to announce the winners of this year’s Richard Beckhard Memorial Prize, awarded to the authors of the most outstanding MIT SMR article on planned change and organizational development published from fall 2010 to summer 2011.

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How to Create Productive Partnerships With Universities

University-business collaborations are an increasingly important source of research and development for many companies. Yet despite their importance, many companies take much less care managing these relationships than they do those with their vendors or customers. As a result, business-academic collaborations often fail to achieve as much as they might. By taking a more structured approach, companies can improve the performance of their academic research partnerships.

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