Guidelines for Effective Collaboration: Questions to consider prior to entering into a collaborative arrangement. This content was archived on June 24 2013. Archived Content Information identified as archived on the Web is for reference, research or recordkeeping purposes. It has not been altered or updated after the date of archiving. Web pages that are archived on the Web are not subject to the Government of Canada Web Standards.
As per the Communications Policy of the Government of Canada, you can request alternate formats on the "Contact Us" page. Help on accessing alternative formats, such as Portable Document Format (PDF), Microsoft Word and PowerPoint (PPT) files, can be obtained in the alternate format help section. Introduction Collaborations are often very positive, mutually beneficial experiences. Forming Collaborations 1. Make sure you are clear about the mission, goals, and priorities of your organization. 2. What business is the organization in? 3. Is there a natural link between the mission and goals of your organization and the potential collaborator?
4. What is the proposed project? 5. The innovator's DNA. A major new study has highlighted the key skills that innovative and creative entrepreneurs need to develop. According to Hal Gregersen, an INSEAD professor and co-author of a six-year-long study into disruptive innovation involving some 3,500 executives, there are five 'discovery' skills you need but, he says, you don't have to be 'great in everything. A major new study involving some 3,500 executives has highlighted the key skills that innovative and creative entrepreneurs need to develop.
The six-year-long research into disruptive innovation by INSEAD professor Hal Gregersen, Jeffrey Dyer of Brigham Young University and Clayton Christensen of Harvard, outlines five 'discovery' skills you need. But, says Gregersen, you don’t have to be ‘great in everything.’ Some well-known business leaders such as Apple’s Steve Jobs and Amazon’s Jeff Bezos rely on their own particular strengths since innovative entrepreneurs rarely excel at all five discovery skills.
The five key discovery skills. Teaching the spirit of entrepreneurship. The field of entrepreneurship owes a great deal to Joseph Schumpeter. He argued that innovation and technological change come from the "entrepreneur-spirit". The field of entrepreneurship owes a great deal to Joseph Schumpeter. He argued that innovation and technological change come from the "entrepreneur-spirit. " But is that spirit something that can be taught in business schools? MBA graduates and aspiring entrepreneurs Monisha Varadan (‘10D) and Joachim Vandaele (‘10D) told INSEAD Knowledge how the school prepared them for this challenge - and what they learned once they were out in the field. For Vandaele, the life-changing moment was the Entrepreneurship Bootcamp. “This is a weekend off campus where about 50 people meet to generate new start-up ideas and try to spin them out in 48 hours with the objective of being ready to pitch them to real investors … And that is amazing!
The two entrepreneurs will know over the next few days whether their bid has been accepted. Bios. Networking: Is it vital to an entrepreneur’s success? Can sharing an idea help take it from the drawing board to the marketplace? Talk may cost nothing but new research indicates it gives an entrepreneur a better chance of success. It may not be necessary to have the charisma of Bill Gates or the late Steve Jobs to sell a new idea successfully but even getting your product to the first stage of development can take a certain degree of fraternising. The need for ‘networking’ among entrepreneurs was recently noted by a group of prominent Arab businessmen who obtained the support of vivacious, U.S. venture capitalist and deal-maker Bill Glynn, to launch an exclusive, members-only networking club supporting corporate entrepreneurship and innovation in the Middle East. ‘The Firm’ is hand-picking its membership of corporate ‘intrapreneurs’ – those working within organisations - business development experts and potential investors, to create a platform on which new ideas can connect with capital and know-how.
Surviving the early years. Asking the Right Questions: Techniques for Collaboration and School Change - Edie L. Holcomb. 20 Questions about Social Learning, Collaboration & Leadership in the Workplace. I am immersing myself in the “working smarter” framework that Harold Jarche and others in the Internet Time Alliance write about on the web and in their books. The three pillars of this framework are social learning, collaboration and leadership, with social media tools energizing the processes operating within these pillars.
To help me in my work, I often use surveys to discover how people are learning and collaborating in the workplace. These questions also reveal the workplace culture and a sense of how the leadership supports learning and collaboration. These are the 20 questions that I used for creating my working smarter survey. I left out the question choices and various check boxes as it wasn’t my intention to post a full survey. My intent is to prod practitioners into reflecting on their organization’s culture and their learning and collaborating practices. As always, your comments are appreciated. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. Photo by 姒儿喵喵.
Collaboration: questions to ask. CMb 2009–14 Written by James Robertson, published August 30th, 2009 Categorised under: articles, collaboration, enterprise 2.0 Staff and business areas often identify a need for collaboration tools, without knowing what the best solution would be. They may have some familiarity with a handful of tools, but not know how others work. As discussed in the earlier article Successful collaboration requires support, there needs to be a centralised team that supports collaboration tools throughout the organisation. One of the key roles of this central team is to help business areas choose the right tools. In practice, this means asking a lot of questions. To kick-start this process, this briefing outlines a number of questions the central team could ask.
These questions must not be seen as obstructive, or as a hurdle designed to minimise the spread of collaboration tools. Understanding the current situation What is the problem or point of pain? Technology familiarity Information needs Just a start. Leading Questions: Collaboration. "If this afternoon, you were to lose everything, become a failure in all that you had sought to create, who would stand by you? " This is the question I ask of a number of men during a six month period a many years ago. At the time, I did not realize how traumatizing my question could be. Most of them answered with reflective silence. The others? "My mother. " None of them were confident that their spouse, their children, their neighbors, the people from their congregation, work, the club or any other social association would hang in there with them during a time of humiliation.
In effect, these recognized leaders of their businesses were isolated and alone, alienated from a community of support and caring. It did not take long to realize that I had to stop asking the question. Why is it that these men thought that no one stood with them? Failure of the sort that I described to them could come as a black swan, out of the nowhere, without expectation. Here's an example of what I mean.