SV650.org - SV650 & Gladius 650 Forum - View Single Post

15-01-10, 11:59 AM

Quote:

Originally Posted by Ed

truley I think.

But what does it mean? If you are talking JVs then I'll PM you.

Hi Ed.

Some of the principals I will be covering are

· Highlight how organisations balance the business value of collaboration with the reality of risk management and compliance?
· focus principally on the risks associated with informal collaboration and strategic restructuring activities
· Identify how it can be done in a manner that doesn't sacrifice business value and preserves as much of the egalitarian values of collaboration as possible
· Consider the opportunity costs and, preferably, establish benchmarks which organisations can measure whether the hoped-for outcomes of collaborating are really worth the investment they are making.
· Understanding that risk management in collaboration will not happen unless it is properly resourced. This includes the provision of people, time and in some cases finance to make it happen.
· Illustrate that clear partnership outcomes are essential to ensure risk management is taken seriously and that there must be open communication between partners involved about the key risks that partnerships face in achieving their objectives.

These do fall under Joint ventures, mergers, Informal collaboration or strategic restructure. Id like to know if people had been involved in any such activity. Did it work? And maily what they felt were the risks associated with collaboration.

The sort of definition I am using is “Collaboration is especially valuable for moving beyond the internal boundaries of the corporation and creating integrated and tighter relationships with customers, suppliers, and partners. Collaboration can take many forms, from the most informal agreement to work together on a one-time project, to multi-year joint ventures or full-blown mergers that involve substantial resource shifts and changes in organisational structure”