How many businesses do you know with the word ‘collaboration’ in their set of values? In my experience, there are dozens.
And yet, it’s one of those organisational goals that sometimes seems to run counter to human instincts. As we often say, ‘easy to understand – hard to do’. While everyone signs up to collaboration in principle, it’s certainly not easy to achieve in practice. There are always a thousand reasons why it comes more naturally to work with the people in your immediate team than the team on the next floor, or on another site.
George Osborne announced this week that he intends to immediately tackle the £163bn economic deficit with a proposed £6bn worth of cost cutting in public services. Although ministers promise not to damage front line services, this news is bound to strike a note of fear.
Now, I don’t know whether this level of cost cutting is possible – but somehow it has to be because this is just the tip of the iceberg – what I do know is, it is possible to spend less whilst benefitting local places. If all those accountable for public outcomes at a local level could establish
We’re suddenly faced with the prospect of a coalition government. That seems a rather scary and unbritish thing. It doesn’t exactly smack of strong government (remember back to Margaret Thatcher ticking off one of her wet colleagues, Francis Pym, for venturing to suggest that a rather smaller conservative majority might make for better government and stronger Parliament).
But need we be so scared?
Look at the corporate world. It is full of examples of alliances and partnerships. Few companies exist completely as their own island. They depend on suppliers, retailers and the myriad of others who make up their value chain. They