disciplined collaboration
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Disciplined Collaboration. Morten T. Hansen MIIC March 2, 2009. The Apple iPod story. iPod introduced in Cupertino, California, in October 2001. September 11 2001. October 23 2001. iPod a combination of existing pieces. Apple as Masterful Collaborator. External 1.8 inch drive (Toshiba) - PowerPoint PPT PresentationTRANSCRIPT
DisciplinedCollaboration
Morten T. Hansen
MIIC March 2, 2009
The Apple iPod story
iPod introduced in Cupertino, California, in October 2001
September 11 2001 October 23 2001
iPod a combination of existing pieces
Apple as Masterful Collaborator
External• 1.8 inch drive (Toshiba)• Hardware blueprint (PortalPlayer)• MP3 decoder controller (PortalPlayer)• Codec (Wolfson• Lithium battery (Sony)• Power management (Linear Technology)• Basic software (Pixo)• iTune software (Soundjam)• Interface controller (Texas instrument)
Internal • Architecture• Hardware engineering• Display• Design• User interface• Scroll wheel
iPod a combination of existing pieces
Apple as Masterful Collaborator
External• 1.8 inch drive (Toshiba)• Hardware blueprint (PortalPlayer)• MP3 decoder controller (PortalPlayer)• Codec (Wolfson• Lithium battery (Sony)• Power management (Linear Technology)• Basic software (Pixo)• iTune software (Soundjam)• Interface controller (Texas instrument)
Internal • Architecture• Hardware engineering• Display• Design• User interface• Scroll wheel
“This was a highly leveraged product from the technologies we already had in place”
Rubinstein, head of hardware at Apple
Hardware Software Design
Steve JobsRubinstein
iPod had tight collaboration across three units inside Apple
Fast:Time to market was 8 months!
Nov 2001March 2001
iPod Introduced
iPod TeamLaunched
Xmas
8 months from concept to introduction
Amazing success: iPod/iTunes a $10bn business in 6 years
0
2,000
4,000
6,000
8,000
10,000
12,000
2002 2003 2004 2005 2006in
$mln
iPod iTunes
0
20,000,000
40,000,000
60,000,000
80,000,000
100,000,000
120,000,000
quarter
cum
. uni
ts so
ld
Growth of iPods sold … .. has become a $10bn business
Sony’s Connect Story
Sony had all the pieces in-house- How hard could it be?
Sony had all the pieces in-house- How hard could it be?
“We can do this in nine months. We got the product, hardware, software.”
Executive Philip Wiser telling Howard Stringer (U.S. head) in 2003
Hard!Rivalry among 5 groups in Sony in 2003
PC Japan
Own musicplayer
WalkmanJapan
Own musicplayer
Sony MusicJapan
Own onlinemusic
Sony MusicUS
Own onlinemusic
SonyElectronicsUSOwn onlinemusic
Hard!Rivalry among 5 groups in Sony in 2003
PC Japan
Own musicplayer
WalkmanJapan
Own musicplayer
Sony MusicJapan
Own onlinemusic
Sony MusicUS
Own onlinemusic
SonyElectronicsUSOwn onlinemusic
“It’s impossible to communicate with everybody when you have that many silos.”
Howard Stringer, Sony CEO
“Sony has long thrived on a hyper-competitive culture, where engineers were encouraged to outdoeach other, not working together”
the Wall Street Journal
Connect launched 2004, a flop, takenoff, re-launched, terminated 2007
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
2001 2002 2003 2004 2005 2006
in $
mln
Note: audio sales includes all audio products
A Long, painful decline in Sony audio
Howard Stringer appointed CEO of Sony in June 2005
One of the first steps?
Howard Stringer appointed CEO of Sony in June 2005
One of the first steps?
Sony United
Collaboration Traps
Bad collaboration is worse than no collaboration …..
Trap #1. Wrong organization set-up. Collaboration efforts run into a wall.
Example: Sony Connect- Decentralized structure hindering collaboration- Competition among units- Incentives skewed against working across the organization
Trap #2. Over-collaboration: Collaboration run amok. “Must be good to collaborate…..”
Example: BP“People always had a good reason for meeting…You’re sharing best practice. You’re having good conversations with like-minded people. But increasingly, we found that people were flying around the world and simply sharing ideas without always having a strong focus on the bottom line.” John Leggate,
CIO, British Petroleum
Trap #3. Over-shooting potential. Upside of Collaboration not as high
Example: Sony buying Columbia PicturesIdea was to that Sony’s electronics division should collaborate with film-makers on cross-promotions etc.- Last Action Hero Movie: soundtrack by Sony Music, joint marketing of TVs, video recorders, and the film. - But upside was far smaller and never large.
+
Trap # 4. Under-estimating costs of collaboration. Costs much higher
Example: DNV food case- For the IT consulting division, probably not the best project- Lots of hassles working across business units (costing time and money)
Trap #5. Getting the organizational problem wrong. Mis-understanding why people don’t collaborate.
Leaders mis-understand why employees don’t collaborate better-“We thought the key problem was difficulty in finding knowledge and people in our company, when in reality the key problem is people’s unwillingness to collaborate.”
IT manager, large U.S. company
Trap #6. Implementing the wrong solutions toorganizational problems
Leaders put in place the wrong solutions because they mis-understood the problem-“Because we thought the key problem was search, we invested in an elaborate IT and knowledge management system to help people find things in the company. But the key problem wasn’t search.”
IT manager, large U.S. company
Getting collaboration right
You must put discipline in collaboration!
Collaboration can getgreat results……
…Provided you have the discipline
Disciplined Collaboration
How much value—and where—from collaboration?
ECONOMIC OPPORTUNITY
Find them, tear them down
BARRIERS TO COLLABORATION
Tailor solutions to specific barriers, and don’t overdo
MANAGEMENT LEVERS
How much value—and where—from collaboration?
ECONOMIC OPPORTUNITY
Executives need to articulate goals of collaboration in three areas
BetterInnovation
RevenueGrowth
ImprovedOperations
BetterInnovation
Cross-unitproduct innovation
RevenueGrowth
ImprovedOperations
New businessesby combining
Procter & Gamble master at innovation through collaboration
“New study shows whiter teeth can lead to greater success in work and love” P & G website, 2007
$ 34.99
Procter & Gamble master at innovation through collaboration
“New study shows whiter teeth can lead to greater success in work and love” P & G website, 2007
$ 34.99
teeth whiteningexpertise
novel film technology
bleach expertise
Procter & Gamble master at innovation through collaboration
“New study shows whiter teeth can lead to greater success in work and love” P & G website, 2007
$ 34.99
teeth whiteningexpertise
novel film technology
bleach expertise
Oral Care
Division
Corp. R&D
Fabric &Home
Division
Executives need to articulate goals of collaboration in three areas
BetterInnovation
RevenueGrowth
ImprovedOperations
Cross-selling, Re-package
Customer serviceby coordinating
Wells Fargo: best in cross-selling products to banking customers
0
2
4
6
8
10
12
14
16
18
avg. consumer avg. Wholesaler Goal avg. U.S. allproducts
No.
pro
ducts
/custo
mer
Wells Fargo current
Best in U.S. with 5.2 products per consumer
Next goal togo from 5.2to 8 productsper consumer
Avg. U.S. bankingCustomer has 16 financial products
Wells Fargo: best in cross-selling products to banking customers
80 business units
0
2
4
6
8
10
12
14
16
18
avg. consumer avg. Wholesaler Goal avg. U.S. allproducts
No.
pro
ducts
/custo
mer
Wells Fargo current
Best in U.S. with 5.2 products per consumer
Next goal togo from 5.2to 8 productsper consumer
One Wells Fargo
Avg. U.S. bankingCustomer has 16 financial products
Executives need to articulate goals of collaboration in three areas
BetterInnovation
RevenueGrowth
ImprovedOperations
Costs/investmentssavings by sharing
Better decisionsby getting input
BP: lots of best practice transfers- example: retail in gas stations
BP UK
BP Netherlands
Best practice transfer
Best practice transfer
BP Atlanta
BP: lots of best practice transfers- example: retail in gas stations
BP UK
BP Netherlands
Best practice transfer
Best practice transfer
BP Atlanta
-30%
-25%
-20%
-15%
-10%
-5%
0%
5%
10%
15%
% c
hang
e af
ter
Much improved:
# SKUs WorkingCapital
RetailSales
-26%
+10%
-20%
Summary: assess opportunities for collaboration in three areas
BetterInnovation
Cross-unitproduct innovation
RevenueGrowth
ImprovedOperations
New businessesby combining
Cross-selling, Re-package
Customer serviceby coordinating
Costs/investmentssavings by sharing
Better decisionsby getting input
01020304050607080
Gap
Curremt
Assess opportunities: One high-tech company
Costs & Decisions Customers Innovation
Scale
Scale: 100=very high; 1 = very low
DNV assessment of opportunity;large gaps
0
10
20
30
40
50
60
70
80
costs problemsolving
cross selling crosspollination
gap
current
Costs & Decisions Customers Innovation
Provider of competencies/services
Business Unit
Maritime Energy Industry IT Global Services
Holder of customer relations
Maritime 1. Sell Energy’s competencies in material and testing, fire and explosion, and asset risk., to Maritime customers(20 million)
2. Sell Industry’s leadership systems to Maritime’s customers(10m)
3. Sell IT risk management services to Maritime customers(100m).
Energy 4. Sell Maritime’s Mobile offshore platform classifications to Energy customers.(200m)
5. Sell Industry’s integrated leadership systems toEnergy’s customers(10m)
6. Sell IT risk management services to Energy’s customers(100m)
Industry Low 7. Sell Energy’s competencies in material and testing, fire and explosion, and asset risk, to Industry customers(50m)
8. Sell IT risk management services to Industry’s customers(300m)
IT GlobalServices
Low 9. Sell Energy’s technology within risk and reliabilityTo IT customers(10m)
Low
The Collaboration Matrix:DNV example
Find them, tear them down
BARRIERS TO COLLABORATION
Four barriers to collaboration
#3. Search
Cannot find good help
# 4. Transfer
Cannot work together “wrong chemistry”
Ability
#1. Not-invented here
Do not want to reach out
# 2. Hoarding
Do not want to help
Motivation
Barrier #1: Not-Invented-Here
Not-Invented-Here:People are not willing to reach outto colleagues in other partsof the company to collaborate with them.
Insular culture: Interacting inside the group
Norm of self-reliance: Ought to fix your own problems
Status gap:Don’t want to cross status lines
Fear: Do not want to reveal problems or poor performance
Motivation
Barrier #2: Hoarding
Hoarding:People are unwilling to help and share what they know
Competition among units in acompany leads to less cooperation
Biased incentives: rewards for narrowgoals means people do not help
Time famine: people do not havetime to help and collaborate
Fear: people think sharing what theyknow makes them less powerful
Motivation
Barrier #2: Hoarding
Hoarding:People are unwilling to help and share what they know
Competition among units in acompany leads to less cooperation
Biased incentives: rewards for narrow goals
Too busy: people do not havetime to help and collaborate
Fear: people think sharing what theyknow makes them less powerful
Motivation
Barrier #3: Search
Search:People who look for information and people cannot easily find them.
Size: Big and complex companies make searching across it harder
Information overload: too much information makes search harder
Spread out: geographical distancemakes search difficult
Poverty of networks: fewHorizontal links undermine search
Ability
Barrier #4: Transfer barrier
Strangers:People are unable to transfer knowledge from one place toanother
No common frame: don’t knowhow to work together on a project
Weak ties: strangersdo not transfer knowledge well
Tacit knowledge: very difficult to transfer
Ability
Barriers vary by company- Example: DNV
Lowest quartile (lowest
barriers)
Second lowest quartile
Median Second highest quartile
Highest quartile (highest barriers)
First Barrier:Not Invented Here
Scores between 3 and 105
106 – 159 160 161 – 200 201 - 300
Second Barrier:Hoarding
3 – 60 61 - 99 100 101 - 140 141 - 300
Third Barrier:Search
3 – 90 91 - 134 135 136 - 180 181 - 300
Fourth Barrier: Transfer
3 – 110 111 – 167 168 169 – 210 211 - 300
Implication: Barrier not a problem
Barrier might cause some problems
Barrier might cause problems
Barrier a problem
Barrier a big problem
N=107 companies. “How to Build Collaborative Advantage.” SMR, 2004
169
180
133
194
BadGood
Example: Large high-tech company
Lowest quartile (lowest
barriers)
Second lowest quartile
Median Second highest quartile
Highest quartile (highest barriers)
First Barrier:Not Invented
Here
Scores between 3 and 105
106 – 159 160 161 – 200 201 - 300
Second Barrier:Hoarding
3 – 60 61 - 99 100 101 - 140 141 - 300
Third Barrier:Search
3 – 90 91 - 134 135 136 - 180 181 - 300
Fourth Barrier: Transfer
3 – 110 111 – 167 168 169 – 210 211 - 300
Implication: Barrier not a problem
Barrier might cause some problems
Barrier might cause problems
Barrier a problem
Barrier a big problem
N=107 companies. “How to Build Collaborative Advantage.” SMR, 2004
BadGood
137
72
184
169
Tailor solutions to specific barriers, and don’t overdo
MANAGEMENT LEVERS
Unification Lever
•Big Common Goal
•Teamwork Value
•Language
Tailor Three Levers
Unification Lever People Lever
•Big Common Goal
•Teamwork Value
•Language
•Collaborative leaders
• Selecting: promotion, recruiting
• Development
Tailor Three Levers
Unification Lever People Lever Network Lever
•Big Common Goal
•Teamwork Value
•Language
•Collaborative leaders
• Selecting: promotion, recruiting
• Development
•Internal Networks
•External Networks
• Knowledge Management
Tailor Three Levers
Summary of Disciplined Collaboration
How much value—and where—from collaboration?
ECONOMIC OPPORTUNITY
Find them, tear them down
BARRIERS TO COLLABORATION
Tailor solutions to specific barriers, and don’t overdo
MANAGEMENT LEVERS