Collaboration

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Fighting “Not-Sold-Here” Tendencies

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“Not-sold-here” tendencies, the instinct to not want to give away a company’s “crown jewels” through strategic licensing, are an impediment for companies looking to pursue open innovation practices. Monetary and non-monetary incentive mechanisms in support of technology transfer, such as an open innovation award, can help break this instinct.

Image courtesy of Flickr user marcusnelson.

Creating Employee Networks That Deliver Open Innovation

Companies such as Procter & Gamble, Cisco Systems, Genzyme, General Electric and Intel are often credited with having attained market leadership through open innovation strategies. By tapping into and exploiting the technological knowledge residing beyond their own R&D structures, these companies outmaneuvered rivals. But while other organizations try to follow their example, many are failing because they neglect to ensure that the outside ideas reach the people best equipped to exploit them.

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04-Strategy-500
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“Madness of Crowds” or “Wisdom of Groups”?

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Last October, my colleague Martha Mangelsdorf wrote a blog post about a report published in Science on the collective intelligence that emerges when groups work together.

Co-authored by MIT’s Thomas W. Malone, Alexander Pentland, and Nada Hashmi, along with Anita Williams Woolley of Carnegie-Mellon and Christopher F.

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What Makes Teams Smart

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What makes some groups perform better than others?

A new study published in Science  found that three factors were significantly correlated with a group's collective intelligence -- in other words, its ability to perform a variety of tasks collectively, from solving puzzles to negotiating.

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The Collaborative Organization: How to Make Employee Networks Really Work

CIOs who learn to balance formal and informal structures can create global IT organizations that are more efficient and innovative than organizations that rely primarily on formal mechanisms. Organizational network analysis provides a useful methodology for helping executives assess broader patterns of informal networks between individuals, teams, functions and organizations, and for identifying targeted steps to align networks with strategic imperatives.

Image courtesy of Flickr user raspberreh.

Are You Ready to Reengineer Your Decision Making?

There has been enormous progress in embedding the use of analytics at lower levels of companies. But according to Thomas H. Davenport, professor at Babson College and one of the best-known thinkers about analytics and business intelligence, the upper levels of companies haven’t kept up.

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