pyramid to dna

brainroads-toward-tomorrows mental patterns

The Power of Strategic Partnering

  • Introduction

  • The Dynamics of Turbulence

    • Forces Driving Change

      • Technological Evolution and Competitive Threats

      • Market Opportunities and Capital Requirements

      • Cost Pressures and Resource Constraints

      • Quality Requirements and Outsourcing Strategies

    • Managing Value Creation

      • Establishing Value Chains

      • Managing Value Chains

    • Toward Networks of Relationships

      • Core Competency

      • Reengineering the Corporation

  • The Partnering Imperative

    • Partnering Options

    • Pooled Purchasing

    • Sourcing Teams

      • Purchasing Cooperatives

      • Purchasing Consortium

    • Supplier Partnering

    • Customer Partnering

      • Internal Partnering

      • External Partnering

    • The Partnering Continuum

      • Informal Cooperation

      • Formal Agreement

      • Minority Investment

      • Joint Venture

    • The Partnering Process

      • Realization

      • Courtship

      • Commitment

      • Building

    • Risks and Benefits of Partnering

      • Potential Risks of Strategic Partnering

        • Complacency and Conflict of Interest

        • Coziness and Dependence

        • Clouded Judgment

        • Vulnerability

        • Sloppiness

        • Switching Costs

      • Benefits of Partnering

        • Quality

        • Innovation

        • Competitiveness

        • Profitability, Momentum, and Dynamics

        • Peace of Mind and Synergy

  • Making Partnering Work

    • Overcoming Obstacles

      • Resistance to Change

      • Short-term Thinking

      • Cultural Differences

      • Self-Interest

      • Turfism

      • Preparation for Partnering

    • Essentials of Successful Partnering

      • Continuous Improvement

        • Evaluating Expectations and Requirements

        • Staying Competitive

        • Benchmarking

      • Long-Term Commitment

      • Empowerment

      • Common Values

      • Leadership

  • Conclusion



“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure

Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context




These pages are attention directing tools for navigating a world moving toward unimagined futures.

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working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern)nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

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