pyramid2dna

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

Keywords:

 

“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

 

line

 

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

It’s up to you to figure out what to harvest and calendarize
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.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point

 

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