Trust – the Key To Mutual Creativity
partners that actions taken will serve both parties' interests.
creates the probability that a firm will understand it's partner's
actual strategic intent as it participate in alliance.
The Jazz of Innovation:
11 Guiding Principles
intents are aligned, it is easier for a firm to predict the actions
its partner will take as it encounters different situations
requiring decisions to be made that will affect the alliance.
Smart & Fast
The companies – or
within a company – can share their know-how to
synergy – results that exceed the sum or the parts.
frees partners to respond together to the unexpected, which is
Problem Solving Strategies:
fosters enthusiasm, ensuring the best performance from everyone.
creativity is a shared
mind-set. As you
get better at it, problems take on a different tone. By learning to
creative together, you increase the chances of constructively sorting
through your differences, which encourages you to go further. The earlier
you adopt this style, the sooner it will start working for you,"
says Jordan D. Lewis, the author of Trusted Partners.
Joint Creativity in
opportunity-maximizing strategic alliance, continued joint creativity
leads to regular improvement, outperforming what any single change can do.
and complementary assets must exist between partners for this approach to be
used successfully. In this informal approach, monitoring costs are reduced
and opportunities to
through cooperative relationship are maximized because alliance partners can
rent-generating opportunities that aren't available to partners in more
contractually restricted alliances.
Engineering Design by Ford and ABB
Intent on doing their firm's combined best
Ford and ABB assembled a joint engineering team and charged members with
blending their know-how to find an optimal solution to their cost, cycle
time, safety, and other objectives.
ABB people shared their knowledge about
technologies and processes, while Ford team members contributed their
experience with paint plants. The joint
team produced a design markedly different from anything from anything
that had been done before. It had a smaller footprint, a multistory rather
than a one-story structure, a revised system layout, and a far cleaner
internal environment – which made a big quality difference in finished cars.
AT&T entered in a
alliance with a much smaller credit card technology firm to develop a
new credit card service. To ensure secrecy – to
stay beneath the radar of
their main competitors – so that the alliance could maintain a critical lead
in the industry, companies established trust-based relationships and no
contracts was used for the first several months of this relationship. During
this same time, the firms worked collaboratively, sharing information and
resources while relying on the character and goodwill of each other to guide
the relationship. In examining this relationship, AT&T was more concerned
maximizing the opportunities of the alliance than with minimization of
potential opportunism within it.
Nypro Inc., one of the largest plastics
injection molders in the
United States, is a global contract manufacturer.
The company transformed itself from an undistinguished also-run to an
internationally heralded leader in zero-defect production. Nypro
searched out sophisticated customers, initially targeting cutting-edge
manufacturers of health-care products whose needs for product safety
demanded far higher specifications than any existing injection process could
deliver. Nypro designed new injection process for each customer, sharing
insights with the customers' own engineering and marketing teams to solve
their specific problems.
They worked together: partners in
situated its new plants next door to its
and integrated its new process with theirs. As a result, Nypro's customers
got more sophisticated products produced at lower costs with a faster cycle
time and fewer defects...