Reading the words, collaborative business models, makes some leaders shudder. Yet, other leaders think: Why not? The difference in reactions – and responses – is rooted in how your brain is hard-wired to think about continuously serving customers.
Now, some of you lead organizations with seemingly immutable business models. Ones which continue to “work well”, regardless of organization or association size. However, business models which “work well” are not the equivalent of business models able to plumb resources and assets to work “extraordinarily well.”
Are less than collaborative business models keeping your organization working at half the capacity of What is Possible?
Alternatively, collaborative business models are comprised of individuals (including designated leaders) who are open to asking the types of questions which poke holes in existing departmental silos. As a result, instead of silos, leaders explore the collaborative strength of ecosystems to serve customers.
Consequently, as a Leader of Worth, what gives you reason for Pause? What makes you uncomfortable with this model? What mindset, currently, holds you back from moving yourself and your organization forward? Both to attract better customers, as well as serve existing customers better and better?
Collaborative business models are comprised of the sum of the synergies between the model’s parts.
However, most leaders are overwhelmed because they operate at least at a 30,000 foot view. After all, isn’t that what leaders are paid to “do”?
Except, continuously operating at that altitude means the air is thin. Thus, it becomes increasingly difficult to breathe and gain clarity of context about the strategic and tactical terrain below. As a Leader of Worth, you not only struggle with over-dependence on high-altitude thinking. You also overly-rely on myopic resources and assets, which keep your organization or association short-sighted. Even though, at 30,000 foot, you are trying to be strategically optimal.
Creating collaborative business models identifies optimal resources, assets and individuals to let you breathe more easily. The more oxygen your glorious brain receives, the more purposeful your focus on assembling the aggregated customer experiences to attract and retain customers. The types of customers who are actively co-engaged in growing your – and their own – organizations.
Instead of becoming preoccupied and uncomfortable by all the perceived impediments to moving yourself and your organization forward, take a 30,000 foot deep breath. Then glide down to 20,000 feet and breathe again. What are the smallest viable changes that create the most impactful organizational ripples?
What factors make you uncomfortable about creating the collaborative business models critical to growing, expanding and sustaining your organization and association? Send me your responses at this link. Thank you. I will share with you the answers I receive from other leaders who moved one millimeter forward and collaborated with me on this pressing subject.
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Babette Ten Haken works with organizations and associations, like yours, who want to leverage collaborate business models and a profitable workforce to retain the customers and members you work so hard to win. Her One Millimeter Mindset™ speaking programs and workshops focus on innovative strategies and tactics for business growth, workforce profitability and professional development. Babette is a member of SME, ASQ, SHRM and the National Speakers Association. Babette’s Playbook of collaboration hacks, Do YOU Mean Business? is available on Amazon.com. Her professional speaker profile appears on the espeakers platform.
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