The Collaboration Blind Spot

A few years ago, the leaders of a multibillion-dollar energy systems company, EnerPac, decided to offer an after-sales service plan for one of its products. The new plan promised to generate a sizable new revenue stream and was strategically important for the company. The key to success would be fig...

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Bibliographic Details
Published in:Harvard business review 2019-03
Main Author: Kwan, Lisa B
Format: Magazinearticle
Language:English
Subjects:
Collaboration
Competition
Corporate management
Success factors
Online Access:Get full text
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Summary:A few years ago, the leaders of a multibillion-dollar energy systems company, EnerPac, decided to offer an after-sales service plan for one of its products. The new plan promised to generate a sizable new revenue stream and was strategically important for the company. The key to success would be figuring out how to integrate the service plan seamlessly with the sales process. Leaders understand the central role that cross-group collaboration plays in business today. It is how companies of all shapes and sizes plan to innovate, stay relevant, and solve problems that seem unsolvable. It's how they plan to meet changing customer expectations, maintain market share, and stay ahead of competitors. Here, Kwan focuses on the aspects of what makes cross-group collaboration succeed and fail.
ISSN:0017-8012