How Collaboration Brings Innovation To The Masses

You might not know the name Dennis Ritchie. But his work is everywhere today. As the inventor of C programming and Unix, almost every computer on the planet uses his code. So how did Ritchie’s innovation become so prolific? It required teams of people at companies like IBM, Microsoft, and Apple to collaborate and figure out how to incorporate it into their work.

You might also not be aware of the impact Hunter Sheldon, a neurosurgeon, has had on your life. He invented the modern day retractable seatbelt (with a little help from the U.S. Congress). But the reason it’s found in every vehicle today is because of the collaboration between car companies and their suppliers where they figured out how to adapt Sheldon’s invention for every style of vehicle.

Then there is Thomas Edison who was a prolific inventor, credited with creating multi-billion dollar industries. But he didn’t do it alone. In fact, all of his innovations can be attributed to the collaboration of the teams of people who worked with Edison.

In other words, if it weren’t for the value of collaboration, many of today’s innovations would never have reached the masses. This is why it is a popular core value with Fortune 500 companies.

Here’s how a few of these companies define collaboration:

• Boston Scientific: We work collaboratively to pursue global opportunities that extend the reach of our medical solutions.
• Commercial Metals: Promote collaboration by working together as a team to prove exceptional results.
• Express Scripts: The way we work together. The way we do more.

But one of my favorite definitions comes from Coca-Cola:

Collaboration: leverage collective genius.

I think Thomas Edison would approve of that one!

Unfortunately, collaboration is not something that “just happens.” It must be cultivated. Thankfully, there are a few principles that can be applied to encourage effective collaboration.

7 Principles for Effective Collaboration

1. Define Success. All parties must clearly understand exactly what the final goal or output looks like. Maybe it’s developing a brand new product that achieves 5% market share within 18 months. Or maybe it’s getting your products on the shelves of a new distribution channel. The better success is clearly defined upfront, the better the collaboration.
2. Assign Authority. Establish who does what by when. It’s imperative that all parties know who has the authority to say yes or no at all points in time. If final authority rests with one party alone, all other parties need to know this upfront.
3. Outline Boundaries. A few simple, working boundaries helps each participant make better decisions on the fly. These might include: everyone is treated as equal; these 3 people are to be cc’d on all emails; or all ideas must include the voice of the customer. Of course, unless rules are promoted and enforced they are useless.
4. Promote Accountability. Everyone needs to understand the organizational benefits of collaborating with one another, and what’s in it for them. Relevant personal objectives might include: expanded experience, increased learning, opportunity to teach others, or to test their ideas. If the individuals haven’t bought in, neither will their respective departments or organizations.
5. Reward Information Sharing. Set guidelines for how information will be shared between and among the various parties, and reward good behavior. When people are involved there are politics and power mongers. So reward desired behavior. This might include spot rewards by the leadership when becoming aware of good sharing, or running contests where everyone votes on who shares the best, with the winner receiving something substantial (e.g. an all-expenses-paid vacation).
6. Encourage Flexibility. Create an adaptive environment that’s responsive to external forces. There are many roads to the same goal. Be sensitive to the needs of each party, allowing for recommended changes, and encouraging ideas and solutions that delivers the best results.
7. Build In Regular Reviews. It is critical for each independent party to have designated moments to review the big picture and make changes. Is it still beneficial for everyone involved? Have circumstances changed that would cause someone to pull out? Should the defined goal be altered? While there might be agreed-to costs associated with such decisions, providing an opportunity to suggest major changes to the final product, or even pull out, may be in the best interest of the common project and the various parties.

These principles apply to teams of all types.

So, if you want to bring your innovation to the masses, consider engaging the power of collaboration. Even if you are the next Dennis Ritchie, Hunter Sheldon, or even Thomas Edison, it’s a key ingredient to building a Fortune 500 company.

 

How can collaboration help you advance your goals?