The Blueprint for Collaboration
It is near impossible to argue for the model of collaboration. In fact arguing for such a premise would be counterintuitive to collaboration. Having said that, it’s great to see any effort that adds to the mix. I found this infographic on the ‘visua-ly’ site which may interest those who like to capture key points by brief reference.
Collaboration between finance and supply chain teams boosts growth
A debate about when and when not to collaborate is worth maintaining, provided that collaboration practitioners are well versed in the art of collaboration. The argument of collaboration as a means of maximising outputs is pretty much settled. However, it is still useful, especially in the Australian context, that good examples and ideas are shared. This article by Will Green is one such example. It reminds me how the ‘co-evolving’ strategy works which is also a good approach to get acquainted with when using collaboration as part of business activity. Full article
Working Smarter: The Paradigm Shift in Business Collaboration
Rowan Trollope, Senior Vice President of Cisco, posted this interesting blog which should be read by anyone who’s walked the challenging path to sustained collaboration. While the author shares some valuable insights worth noting and learning from, I think one of the central points that can be deduced from this piece is the value of having the right attitude towards collaboration; do not take it for granted. Full article
Collaboration through technology for refugees
This is a great example of how collaboration, even when it requires complex system integration, ends up having an advanced impact on special problems. It is also great to see this balance between innovation and collaboration in Australia, which undoubtedly deserves to be recognised. Full article
ASIC power blocks super collaboration: ASFA
Nobody’s ever said that collaboration is easy. In fact collaboration is only correctly executed when we fully understand the challenges associated with it. Collaboration is a strategy, and no strategy is intended for cutting corners. This piece by Chris Kennedy poses a very important question; How can collaboration be possible in the context of a regulatory regime? This piece is related to the Australian marketplace but similar issues are found across the globe (or at least the parts where collaboration is an established business practice). Full article
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