The Need for Controlling Cooperation
Reichwald/Piller have emphasized within their concept of interactive value creation that systems for innovation controlling are necessary to make the contribution of customers and network partners visible and controllable for a company. Rautenstrauch/Generotzky/Bigalke furthermore identified the goals for the controlling of networked cooperation as the protection of potential and value contributions by implementing and continuously developing appropriate instruments. The difficulty lies in the coordination and monitoring of networked contributors to the specific cooperation and in the necessary trust between all partners. Therefore the provision of a long-term information management is another task of controlling in cooperation. Especially the interdependency between trust and information is a challenge for innovation controlling because the transfer of knowledge and relevant information is important to any form of cooperation.
Besides the necessary infrastructure for communication, an internal reporting and order management system is essential for any networked cooperation. With every new order, the network has to coordinate acquisition, configuration, realization and closure by splitting up to subtasks. The collected information is needed to control and steer the processes throughout the cooperation, what is however only conditionally possible because of the autonomous character of any company. As Keuper/Brösel pronounce companies and networks face a dilemma between effectiveness and efficiency that further-more limits the benefits of cooperation.
Julia Styles sagt
am 2. July 2007 @ 9:37 pm
As an employee of an outside innovation firm, I agree that there must be control on outside innovation. Control will lead to the best results.
First, it is important that those you cooperate with understand the value of intellectual property, and are there to help your company, not compete with it. Most of our clients and projects are confidential, and the ideas are owned by the company that hired us.
Second, cooperation can be controlled via lines of communication. It is helpful when we know specifically who to talk to, for whom the project is for, and exactly what the client wants. Finding out what the client wants is part of the art of question formation that we use to generate ideas.
Business is still about relationships. I think it is important to work with people and other businesses that you trust. Look for outside innovators with happy clients who are well-known and successful, and you will probably pick the right firm.
Outside innovation can happen at many levels. We believe customers are the most helpful at the beginning stages of innovation–the idea stages. Customer know what they want, what it looks like, what it can do, but they don’t know how to make it–that’s when the company’s value and expertise should shine. Customers are the ideaters not the implementers.
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