Morten Hansen's book Collaboration, good basic stuff on what to do and what to avoid. New (to me, anyway) thinking on networking.

1. Collaboration Morten T. Hansen.Collaboration: How Leaders Avoid the Traps, Create Unity, and Reap Big Results (Boston, MA: Harvard Business Press, 2009)

2. Collaborating in hostile territory Over-collaborating Overshooting the potential value – the synergy trap Underestimating the costs Misdiagnosing the problem (see barriers) Implementing the wrong solution (see barriers) Bad Collaboration June 11 2 jgillis767@aol.com Morten T. Hansen. Collaboration (Harvard Business Press, 2009)

3. Collaboration defined: Cross-unit collaboration takes place when people from different units work together in cross-unit teams on a common task or provide significant help to each other. It can be joint work between units or a one-way collaboration, as when one unit provides advice to another. In all cases, collaboration needs to involve people: swapping data in not collaboration. Disciplined Collaboration June 11 3 jgillis767@aol.com Morten T. Hansen. Collaboration (Harvard Business Press, 2009)

4. Three steps: Evaluate opportunities for collaboration Spot barriers to collaboration Tailor solutions to tear down the barriers Disciplined Collaboration June 11 4 jgillis767@aol.com Morten T. Hansen. Collaboration (Harvard Business Press, 2009)

5. ● The not-invented-here barrier ● The hoarding barrier ● The search barrier ● The transfer barrier June 11 jgillis767@aol.com 5 Barriers to Collaboration Morten T. Hansen. Collaboration (Harvard Business Press, 2009)

6. The first barrier: Why “not invented here” happens. Insular Culture Communication mainly inside a group Status Gap Don’t want to cross status lines Not-invented-here barrier People are unwilling to go outside their own unit toseek input from others Self-reliance Should fix your own problems Fear Do not want to reveal problems Morten T. Hansen. Collaboration (Harvard Business Press, 2009) June 11 6 jgillis767@aol.com

7. The second barrier: Why “people hoard” happens. Competition Competition with colleagues and units Narrow incentives Rewards for own goals Hoarding People are unwilling to help and share what they know Too busy No time to help others Fear Loss of power if sharing knowledge Morten T. Hansen. Collaboration (Harvard Business Press, 2009) June 11 7 jgillis767@aol.com

8. The third barrier: Why “search” is difficult. Company size Big companies face search problems Physical distance Distance makes search difficult Search problem People who look for informationand people cannot easily findthem Information overload Too much information worsens search Poverty of networks Lack of links undermines search Morten T. Hansen. Collaboration (Harvard Business Press, 2009) June 11 8 jgillis767@aol.com

9. The fourth barrier: Why “transfer problems” happen. Tacit knowledge Difficult knowledge to transfer Transfer problem People are unable to transferknowledge easily from oneplace to another No common frame Don’t know how to work together Weak ties No strong relations to ease transfer Morten T. Hansen. Collaboration (Harvard Business Press, 2009) June 11 9 jgillis767@aol.com

10. Highly explicit PR(A) = (1-d) + d (PR(T1)/C(T1) + · · · + PR(Tn)/C(Tn)) Google, 1996 Highly tacit …a formula for “how to close a tough sales negotiation?” Pick one… Morten T. Hansen. Collaboration (Harvard Business Press, 2009) June 11 10 jgillis767@aol.com

11. The barrier-to-solution map Morten T. Hansen. Collaboration (Harvard Business Press, 2009) June 11 11 jgillis767@aol.com

12. Lever 1: Unify people Morten T. Hansen. Collaboration (Harvard Business Press, 2009) Create a unifying goal The goal must create a common fate The goal must be simple and concrete The goal must stir passion The goal must put competition on the outside Create a core value of teamwork Not “small teamwork” Not “everybody but us” teamwork Not teamwork “for its own sake” Create a language of collaboration Don’t overdo it Individual accountability is essential June 11 12 jgillis767@aol.com

17. Peter earns 0 70% - 30% Morten T. Hansen. Collaboration (Harvard Business Press, 2009) June 11 13 jgillis767@aol.com

19. You pay $20

20. Peter earns $40

21. Peter earns $80

22. You earn $80

23. You earn 0

24. Peter pays $20

26. Morten T. Hansen. Collaboration (Harvard Business Press, 2009) Lever 2: cultivate T-shaped management High Cross-companycontributions Low Low High Individual Performance June 11 16 jgillis767@aol.com

27. Morten T. Hansen. Collaboration (Harvard Business Press, 2009) Lever 2: cultivate T-shaped management High Cross-companycontributions Low Low High Individual Performance June 11 17 jgillis767@aol.com

29. Recruit T

30. Promote T

31. Pay for T

32. Coach for TBehavior vs. Attitude After Harvey Golub, AmEx, and the tetanus experiment June 11 18 jgillis767@aol.com

33. Lever 3: build nimble networks No bloated rolodexes Networking not always a good thing Identify opportunities, then capture them Not-invented here Search barrier Hoarding barrier Transfer barrier Morten T. Hansen. Collaboration (Harvard Business Press, 2009) June 11 19 jgillis767@aol.com

34. Lever 3: build nimble networks Rules for identifying opportunities: Build outward, not inward Build diversity, not size Build weak ties, not strong ones Use bridges, not familiar faces Rules for capturing value: Swarm the target, do not go it alone (swarming = informal persuasion) Switch to strong ties, do not rely on weak ones Molotov cocktail = weak ties x complicated knowledge Easier transfer = strong ties x complicated knowledge Become a networking “bridge” Morten T. Hansen. Collaboration (Harvard Business Press, 2009) June 11 20 jgillis767@aol.com

35. June 11 jgillis767@aol.com 21

37. diverse

38. many weak ties

39. many bridges

40. swarming targets

41. switching to strong tiesMorten T. Hansen. Collaboration (Harvard Business Press, 2009) June 11 22 jgillis767@aol.com

42. Becoming a collaborative leader Redefining success – from narrow agendas to bigger goals Putting personal goals and interests second Getting others to transcend their own agendas Involving others – from autocratic to inclusive decision making Openness to people Openness to alternatives Openness to debate Being accountable – from blaming to taking responsibility Assuming individual accountability Holding others accountable Tearing down personal barriers (to redefining goals, involving others, being accountable) Morten T. Hansen. Collaboration (Harvard Business Press, 2009) June 11 23 jgillis767@aol.com

43. “…but you have to learn that you make better decisions through collaboration.” (John Chambers, longtime highly successful “command and control” CEO of Cisco) “…and it’s also as you watch this be successful, you say, ‘Why didn’t I do that earlier?’” finis Morten T. Hansen. Collaboration (Harvard Business Press, 2009) June 11 24 jgillis767@aol.com

44. June 11 jgillis767@aol.com 25 thank you

45. June 11 jgillis767@aol.com 26 Median 160 + 100 + 135 + 168 = 563 / sample of 107 companies Morten T. Hansen. Collaboration (Harvard Business Press, 2009)