Collaboration as a Process
Step 3: Integrate operations

My last blog discussed synchronizing systems, where the goal of this step is to align all stakeholders within the supply chain to efficiently meet end user requirements. Continuing the Collaboration as a Process discussion transitions into step three of the collaborative process, Integrate Operations.

Integrating operations has one objective, to efficiently share dynamic information about end users’ preferences regarding the client’s products and services to all stakeholders within the supply chain delivery system. The ability to respond to dynamic end user requirements delivers on the promise to listen and to understand true needs as expressed by end users.

This extensive information sharing allows all stakeholders to measure sales, to define and refine requirements, to initiate production activities, and to react more quickly to changing inventory needs.  The integration of operations necessitates the building of information communication systems, processes, and infrastructures to efficiently sustain the rapid response rates to changing market needs.

Information sharing directs the appropriate data to the right stakeholders within the supply chain creating the opportunity to seamlessly combine services at a lower per unit cost.  These cost savings derive from the ability to augment product features, maintain lower inventory levels, postpone final product configurations and deliver smaller quantities at larger volume pricing.

Packaging It Up: Collaboration as a Process Summary

Collaboration as a Process has three components: client-centered dialog, synchronize systems, and integrate operations. These three components enable businesses to efficiently deliver products and services that meet the needs of the end customer. To recap:

Client-centered dialog focus on the needs of the end user/customer, which earns trust and is the primary method to obtain information.

Synchronizing systems leverages the best of core competencies from firms in the supply chain.

Integrate operations is the information conduit that supplies dynamic market data from the end user and other market conditions to all stake holders.

The collaborative process is fluid and dynamic as information flows from one step to another. The process creates innovative ways to meet end user requirements in this complex and volatile economy.

Collaboration as a Process
Step 2: Synchronize Systems

The subject of my last blog, Collaboration as a Process, provided a model for thinking about collaboration as process where creating client-centered dialogue is the first step. Shifting our internal paradigm from “Let me tell you about me and my products” to focusing on our client’s paradigm by asking “What are your goals for your products and services?” leads to creating client-centered dialog, which helps to begin uncovering true needs for our clients and end users.

Client-centered dialog and active listening facilitates the free flow of information. We learn about our client’s core competencies. We learn about our client’s strategic objectives and vision for success in the market place. We learn what our client’s are really good at producing, and how they go about bringing their products and services to market. Then, together we can move to problem solving and synchronizing systems.

The goal of synchronizing systems in the collaborative process is to align all stakeholders within the supply chain to efficiently meet end user requirements. This outcome is achieved by exploring the client’s and the supply chain’s systems, processes and core competencies to consider how the combined services can serve to strengthen the client’s positioning to deliver on its strategic objectives.

The process of examining key components uncovers gaps between the client’s strategic objectives in meeting end user requirements and how it delivers on those objectives. These gaps are value creation opportunities. Value creation opportunities include the ability to align stakeholder systems and processes, to reduce or eliminate redundancies, while each stakeholder works within its core competencies. When organizations collaborate within their respective core competencies, organizations can provide efficient solutions to the end user at reduced unit prices and at significantly lower investment cost.

Once the value creation opportunities are identified, supply chain resources are qualified and the systems are synchronized, then the next step in the collaborative process begins. This next step, integrating operations, is critical in delivering the promises of meeting target price points and lowered investment costs.

Continue the conversation with me on my next blog post, where I discuss methods on how to integrate operations within collaborative relationships.

In the product development community, collaboration is an emerging concept and can be thought about as a process. Collaboration appears in Product Manager’s blogs, in product development books and journals as well as the topic of many product development seminars.  Collaboration and collaborative relationship should not be mistaken for the 90’s buzzword, partnership. In product development, collaboration is being conceptualized as a process that is embodied by three main components:

First, to help understand collaboration, it is helpful to consider what it is not collaboration. For distinction, collaboration is not a partnership. Partnerships focus on transactional relationships. To simplify the concept, a partnership implies transactions from one party to another, such as a legally binding relationship where documents are signed for the delivery of products and services for the exchange of money. Collaboration is an idea sharing process where business needs, information and knowledge are willingly contributed and problem solving begins.

To move from partnership thinking to collaboration, we can view collaboration as a process where we focus our energies on one component of the process at a time, then widen our perspective back to the concept of collaboration. The first step in the collaborative process is creating client-centered dialogue.

Creating client-centered dialogue requires the development of an open and trusting environment. Creating this environment requires a shift in our context or paradigm from “me” or “my” to “you” and “ours,” and most importantly that of the end user. We shift from an internal paradigm: “Let me tell you about me and my products, my services…,” to focusing on our customers paradigm by asking, “What are your goals for your products and services? What types of challenges are you facing? What needs are being left unfulfilled?"

When we collaborate, we intentionally shift our thinking to that of our clients wants, needs and desires. We then are free to ask open-ended questions, actively listen and brainstorm ideas. Through shifting our paradigm, we change our dialogue and we begin the collaborative process.

Creating client-centered dialogue allows opportunities for the free flow of information, thereby, true business and end-user's needs can be uncovered.  When we discover these true needs (or gaps), a different opportunity presents itself, the opportunity to innovate! Thereby, we create a unique and differentiated value for the end-user. Additionally, the intentional focus on collaboration can be purposed to lowering overall unit prices, quickening response times, and lowering inventory levels while enhancing the end users’ experience with our products and services. 

In the first essential step in collaborating, we are initiating client-centered dialogue to begin achieving an opportunity to create an exceptional value for the client(s). To continue the value creation in the collaborative process, it is necessary to analyze and determine how to synchronize with client systems.

Stay tuned for my next blog, where I will discuss my methods on how organizations can synchronize systems to deliver exceptional value to clients.