what brings them together?
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What brings them together?. According to the signed pre-marriage contract, Douglas is obliged, “in the case of cheat , to pay his dear wife 2.8 million dollars for every year spent together.”. The Turning Point. Building Bridges: Collaboration and Partnership. 27 January, 2010 - PowerPoint PPT PresentationTRANSCRIPT
What brings them together?What brings them together?
According to the According to the signed pre-signed pre-
marriage marriage contract, Douglas contract, Douglas is obliged, “in the is obliged, “in the case of case of cheatcheat, to , to pay his dear wife pay his dear wife 2.8 million dollars2.8 million dollars
for every year for every year spent together.”spent together.”
The Turning PointThe Turning Point
Building Bridges:Building Bridges:
Collaboration and PartnershipCollaboration and Partnership
27 January, 2010
Anglia Ruskin University
Why are these people here?Why are these people here?
27 January 2008, Davos, 27 January 2008, Davos, SwitzerlandSwitzerland
The power of “collaborative The power of “collaborative innovation”innovation”
““Collaborative political Collaborative political leadership” leadership”
Benjamin ZanderBenjamin Zander
““The world’s most competitive The world’s most competitive man”man”
“May the forces be with you in 2008”
“The Five Competitive
Forces That Shape Strategy”
Michael E. Porter
Regard everybody as a Regard everybody as a competitor!competitor!
““Competition for Competition for profits goes beyond profits goes beyond established industry established industry rivals to include four rivals to include four
other competitive other competitive forces as well: forces as well:
customers, suppliers, customers, suppliers, potential entrants, and potential entrants, and substitute products.”substitute products.”
Michael E. Porter
Competition between partnersCompetition between partners
They had the high-They had the high-profile dispute not profile dispute not because their joint because their joint ventures had not ventures had not made money but made money but
because they could because they could not handle their not handle their
financial success.financial success.
Collaboration in January 2008Collaboration in January 2008
Entrepreneurship and Entrepreneurship and strategy in China: Why strategy in China: Why “Porter’s five forces” “Porter’s five forces”
may not bemay not be
Alternative five forcesAlternative five forces
Business Purpose
(The moral force of a business)
Business Leader
(The command force of a business)
Business Organisation
(The organisational force of a business)
Business Climate
(The temporal force of a business)
Business Location
(The spatial force of a business)
Management Challenges Management Challenges for the 21for the 21stst Century Century
““Today businesses Today businesses grow through grow through
alliances, all kinds of alliances, all kinds of dangerous liaisons dangerous liaisons and joint ventures, and joint ventures, which, by the way, which, by the way,
very few people very few people understand.”understand.”
Peter F. Drucker, Peter F. Drucker, ““father of modern father of modern
management”, management”, 19951995
What are the available forms?What are the available forms?
The single biggest source of problems The single biggest source of problems lies in the fact that we use the mentality lies in the fact that we use the mentality of a wholly-owned business to deal with of a wholly-owned business to deal with other forms of business arrangements.other forms of business arrangements.
Low-risk alliances
Wholly-owned Joint ventures
Co-operatives
Equity
commitment
Relationship intimacy
How to establish a partnership?How to establish a partnership?
Essential aEssential activitiesctivities
Assessment:Assessment: motives, credibility and motives, credibility and capabilities; introduction, investigation and capabilities; introduction, investigation and
engagement.engagement.
Negotiation:Negotiation: the team, the negotiation, the team, the negotiation, controlling emotions, thinking of both sides, controlling emotions, thinking of both sides,
and adapting behaviours.and adapting behaviours.
Making the decision:Making the decision: type of arrangement, type of arrangement, quantitative evaluation and qualitative quantitative evaluation and qualitative
factors.factors.
How to succeed in a partnership?How to succeed in a partnership?
Essential activitiesEssential activities
Level 3: Related practices and values Level 3: Related practices and values -- Training and learningTraining and learning
Level 2: Immediately relevant practicesLevel 2: Immediately relevant practices-- Communicating and balancingCommunicating and balancing
Level 1: Symbols and irrelevant practicesLevel 1: Symbols and irrelevant practices-- Tolerating and ignoringTolerating and ignoring
“Before marriage know your partner’s
weaknesses; in marriage use
your partner’s strengths.”
- Chinese proverb
“Spend the first half of the night thinking
about yourself; spend the second half of the night thinking about
your partner.”
- Chinese proverb
Without expectations, you
will be strong; with tolerance, you
will be big.
- Chinese proverb
“Without self-interest, your
interests succeed.”
- Lao Tzu, 500 BC
“Virtue is the root; wealth is the
consequence.”
- Confucius, 500 BC
“We may compare the superior man to an archer. When the
archer fails to hit the target, he blames himself for being
unskilled.”
- Confucius, 500 BC
Building Bridges:Building Bridges:Collaboration and Collaboration and
PartnershipPartnership
27 January, 2010
Anglia Ruskin University
Thank you all!Thank you all!
For more information,For more information,
Contact: Contact: [email protected]@uk.2wchina.com
OrOr
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