Focus on: Cooperation
and Collaboration
From open-source software to Wikipedia, cooperation and collaboration
are defining new business models and ways to compete. With more teamwork
and fluid relationships within and across companies, interpersonal
collaboration is increasingly vital to success. This issue of Wharton@Work includes
stories on mastering the diverse languages of business, how "constructive
confrontation" can heat up cooperation, the rise of "coopetition"
and strategic alliances, and the central importance of alliances in
pharmaceuticals. We also offer a free chapter of a book on "moving
from conflict to collaboration" and a set of upcoming programs
that can prepare you for more successful collaboration.
Articles
 In
the Classroom
Tower of Babel: Learning the Languages of Business
to Span Boundaries
Finance, marketing, HR, and other parts of the business can feel
like separate worlds with their own languages. To be effective as a general
manager, you need to learn to see the business from different perspectives
and speak different languages. The academic co-director of Wharton’s Essentials
of Management program shows how broader knowledge can help to bridge
these divides. More
Thought Leaders I
Constructive Confrontation: When Conflict
Enhances Collaboration
Effective collaboration is not always peace and harmony;
it can sometimes be more like a battle. The academic co-director
of Wharton’s Strategic Persuasion Workshop considers
when "constructive confrontation" can contribute to collaboration — or
undermine it. More
 Thought
Leaders II
Collaborating To Compete: The Rise of
"Coopetition" and Strategic Alliances
To compete today, companies often need to collaborate. But
to be successful, they need to build strong capabilities in forging
and managing alliances. The academic director of Wharton’s Strategic
Alliances program examines this shift in thinking and the strategies
needed to make alliances work. More
Senior Management
Ally or Buy: How Collaboration
is Reshaping Pharma
In a world of new scientific and competitive challenges,
pharmaceutical companies have had to become more flexible to succeed.
The academic co-director of the Wharton/Windhover Program for
Pharmaceutical and Biotech Executives discusses how alliances
and acquisitions are becoming more important in helping companies
respond. More
 Wharton
School Publishing
Partnering with Suppliers: Moving from Conflict
to Collaboration
As president of Chrysler Corporation, Thomas Stallkamp developed
a new approach to strategy that helped turn the company around. In his book SCORE!:
A Better Way to Do Busine$$ — Moving from Conflict to Collaboration, he
describes this approach and how Chrysler and other companies have used strategic
collaboration with suppliers to improve their businesses. More
February's Poll Results
View Wharton@Work readers' response to the question "In
developing and implementing our strategy, what is your primary focus — next
quarter, more than five years out, or somewhere in between?" More
Published in The New Yorker November
7, 1988
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From now on, we’re not a family. We’re a coalition.
Published in The New Yorker October
29, 2001 |
Featured
Programs:
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Strategic
Thinking and Management for Competitive Advantage
Too many companies try to be everything to everybody. They fail to
identify and sustain their competitive advantage. And while they flounder,
competitors pass them by. Strategic Thinking and Management for
Competitive Advantage helps you accurately assess the competition
in your industry and develop forceful strategies for your future. More |
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Strategic
Alliances: Creating Growth Opportunities
A successful alliance can give you access to markets, technology,
and other resources. It can provide flexibility to handle change and
hedge risks — but only if you manage it effectively. Strategic
Alliances offers research-based frameworks and tools to help you
better design and manage your strategic alliances. More |
 |
March's Poll
How much of your business is accomplished through alliances, partnerships,
or outsourcing rather than your own firm’s resources? > Take
the poll!
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Upcoming
Programs
APRIL 2008
Wharton
Fellows Master Class: Innovation and Creativity
Apr. 6–8, 2008
The
CFO: Becoming a Strategic Partner
Apr. 6–11, 2008
Critical
Thinking: Real-World, Real-Time Decisions
Apr. 7–9, 2008
Strategic
Thinking and Management for Competitive Advantage
Apr. 14–18, 2008
Essentials
of Marketing
Apr. 27–May 2, 2008
Essentials
of Management
Apr. 28–May 2, 2008
Jun. 9–13, 2008
MAY
Executive
Development Program
May 4–16, 2008
Leading
Organizational Change
May 4–7, 2008
Strategic
R&D Management
May 5–9, 2008
Finance
and Accounting for the Non-Financial Manager
May 12–16, 2008
Marketing
Metrics: Linking Marketing to Financial Consequences
May 12–16, 2008
The
Leadership Journey: Creating and Developing Your Leadership
May 18–23, 2008
Building
Relationships That Work
May 19–22, 2008
Leading
and Managing People
May 27–30, 2008
JUNE
Wharton/Windhover
Program for Pharmaceutical and Biotech Executives
Jun. 1–6, 2008
Advanced
Management Program (AMP)
Jun. 1–Jul. 4, 2008
NEW! AMP
Alumni Program
Jun. 2–6, 2008
Leading
the Effective Sales Force
Jun. 2–6, 2008
Strategic
Thinking and Management for Competitive Advantage
Jun. 2–6, 2008
Competitive
Marketing Strategy
Jun. 9–13, 2008
Strategic
R&D Management
Jun. 15–20, 2008
Investment
Strategies and Portfolio Management
Jun. 16–20, 2008
Strategic
Alliances: Creating Growth Opportunities
Jun. 16–19, 2008
Mergers
and Acquisitions
Jun. 22–27, 2008
NEW! Creating
and Leading High-Performing Teams
Jun. 23–27, 2008
Full-Spectrum
Innovation: Driving Organic Growth
Jun. 23–25, 2008
Pricing
Strategies: Measuring, Capturing, and Retaining Value
Jun. 23–27, 2008
Strategic
Persuasion Workshop: The Art and Science of Selling Ideas
Jun. 23–26, 2008
JULY
Executive
Negotiation Workshop: Bargaining for Advantage®
Jul. 20–25, 2008
Creating
Value Through Financial Management
Jul. 21–25, 2008
Finance
and Accounting for the Non-Financial Manager
Jul. 28–Aug. 1, 2008
> More
programs
> E-mail
a program consultant
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Resources
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