Post by account_disabled on Dec 30, 2023 8:32:39 GMT
Who These examples illustrate an often-overlooked reality of the digital world: Companies often compete not as individual entities but as members of networks. Network-based competition makes collaboration a strategic necessity rather than just a tactical option. Collaboration is critical to getting work done, not just to reduce marginal costs. Win-win should be pursued strategically We must rescue win-win from clichéd buzzword status. To do this, we must first accept three facts about the relationships between companies competing as members of a network: Not every encounter between two parties deserves a win-win solution. Win-win is a strategic choice, not an inviolable moral code.
Competition among networks can be fierce and the stakes high. Consider Boeing and its rival Airbus: when Airbus wins, Boeing loses, and vice versa. Win-win doesn't work here. Confusing win-win with ethics only sets unattainable standards and devalues their role in indispensable situations. Among the Job Function Email List companies that make up a network, each party is not equally important. This is an important warning. Consider cooperation with Boeing again. A Japanese company invented the carbon fiber technology that made Boeing viable; its main competitor teamed up with Airbus.
Some of the companies that work with Boeing on the Internet also work with Airbus, and others have provided their intellectual property to both companies in deals. Some offer capabilities that Boeing can easily acquire from other companies. Some contributed risk-bearing capital. Given the scope of the role, even if a win-win is possible, it's not necessarily necessary: To believe that Boeing should have a win-win relationship with every partner is to live in a fool's paradise. For a network to be successful, the organizations that form its core must seek win-win solutions. If they don't, jealousy, greed, and distrust will sooner or later lead to the network's weakening and demise.
Competition among networks can be fierce and the stakes high. Consider Boeing and its rival Airbus: when Airbus wins, Boeing loses, and vice versa. Win-win doesn't work here. Confusing win-win with ethics only sets unattainable standards and devalues their role in indispensable situations. Among the Job Function Email List companies that make up a network, each party is not equally important. This is an important warning. Consider cooperation with Boeing again. A Japanese company invented the carbon fiber technology that made Boeing viable; its main competitor teamed up with Airbus.
Some of the companies that work with Boeing on the Internet also work with Airbus, and others have provided their intellectual property to both companies in deals. Some offer capabilities that Boeing can easily acquire from other companies. Some contributed risk-bearing capital. Given the scope of the role, even if a win-win is possible, it's not necessarily necessary: To believe that Boeing should have a win-win relationship with every partner is to live in a fool's paradise. For a network to be successful, the organizations that form its core must seek win-win solutions. If they don't, jealousy, greed, and distrust will sooner or later lead to the network's weakening and demise.