Innovation Partnerships and Collaborations

Part 2: 𝗕𝗲𝘆𝗼𝗻𝗱 𝗣𝗼𝗿𝘁𝗲𝗿���𝘀 𝗙𝗶𝘃𝗲 𝗙𝗼𝗿𝗰𝗲𝘀: 𝗧𝘂𝗿𝗻𝗶𝗻𝗴 𝗖𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗶𝗼𝗻 𝗶𝗻𝘁𝗼 𝗖𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗶𝗼𝗻 (Part 1: see https://lnkd.in/eNP8ih5Y) (Part 3: see https://lnkd.in/eYAnkeVS) Michael Porter’s Five Forces framework has shaped how managers and academics analyze industries. It remains an elegant way to map the external environment at the industry level. Porter’s view of strategy, however, was forged in an era when industries were stable, boundaries were clear, and competitive advantage was largely internal. The external environment was portrayed as hostile: every force around the firm—suppliers, buyers, new entrants, rivals, and substitutes—was a potential threat to profitability. Strategy was about defending margins, erecting barriers, and capturing value. But today’s reality is far more fluid. Industries blend into one another, technologies converge, and value is co-created across networks. The same actors that once appeared only as adversaries have become indispensable partners for innovation, agility, and growth. Competitors may share platforms; suppliers co-develop technologies; customers co-create solutions; and substitutes may reveal entirely new markets. If we look at the business world through this new lens, Porter’s five “forces” can also be five “sources” of advantage. Collaboration doesn’t replace competition—it complements it. The real challenge for managers is to find the balance point along a continuum that runs from pure competition to deep collaboration. * Competitors remain rivals, but also potential partners in standard-setting, data sharing, or open-source development. * New entrants are disruptors, but also agile innovators with whom incumbents can partner, invest, or co-develop. * Suppliers can squeeze margins—but when engaged early in design, they become co-innovators. Toyota’s keiretsu model and Unilever’s annual innovation summits with strategic suppliers both show how collaboration can yield efficiency and renewal. * Customers may demand more, but their insights and data now drive innovation. Co-creation platforms—from LEGO Ideas to Tesla’s user forums—turn buyers into creative partners. * Substitutes, once seen only as threats, can signal new opportunities. Netflix, for instance, transformed from a DVD substitute to a platform that redefined how entertainment is consumed. The comparative table below contrasts Porter’s competitive interpretation of each force with a collaborative perspective—a framework better suited when success depends as much on connection as on protection. #Strategy #Innovation #Ecosystems #Collaboration #OpenInnovation #DigitalTransformation #Leadership #BusinessStrategy #MichaelPorter #BlueOceanStrategy #Coopetition #Agility #ValueCreation #Management

🔹 𝗔 𝗟𝗲𝘀𝘀𝗼𝗻 𝗳𝗿𝗼𝗺 𝘁𝗵𝗲 𝗨𝗻𝗹𝗶𝗸𝗲𝗹𝘆: 𝗧𝗵𝗲 𝗣𝗼𝘄𝗲𝗿 𝗼𝗳 𝗗𝗶𝘃𝗲𝗿𝘀𝗲 𝗘𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲𝘀 In a world driven by specialization, I discovered something surprising: real growth often comes from stepping outside your lane. Working in R&D taught me precision and problem-solving. But it was my interactions with neurodiverse individuals that revealed the magic of empathy and clarity. While leading projects across different industries, I learned to embrace change and humility. Each role, each challenge, was a new lens to view the world. Here’s what I found: The most profound lessons often come from unexpected places. 𝗘𝗻𝗴𝗶𝗻𝗲𝗲𝗿𝗶𝗻𝗴 drilled discipline into my work ethic. 𝗡𝗲𝘂𝗿𝗼𝗱𝗶𝘃𝗲𝗿𝘀𝗶𝘁𝘆 taught me the power of clear communication. 𝗖𝗿𝗼𝘀𝘀-𝗶𝗻𝗱𝘂𝘀𝘁𝗿𝘆 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 pushed me to adapt and keep my ego in check. Mix these elements, and you get innovation that truly shines. I’ve realized that patience in tech leads to better innovation, and direct communication clears up leadership fuzziness. Systems thrive when treated like people. The takeaway? Your side projects and unique experiences aren’t distractions. They're power-ups. So, leverage every tool you have. Your varied experiences are the secret ingredients to building stronger teams and creating a more human future. 👉 𝗜’𝗱 𝗹𝗼𝘃𝗲 𝘁𝗼 𝗵𝗲𝗮𝗿 𝗳𝗿𝗼𝗺 𝘆𝗼𝘂: 𝗪𝗵𝗮𝘁’𝘀 𝗮 𝗹𝗲𝘀𝘀𝗼𝗻 𝘆𝗼𝘂 𝗹𝗲𝗮𝗿𝗻𝗲𝗱 𝘁𝗵𝗮𝘁 𝗰𝗮𝗺𝗲 𝗳𝗿𝗼𝗺 𝘄𝗮𝘆 𝗼𝘂𝘁𝘀𝗶𝗱𝗲 𝘆𝗼𝘂𝗿 𝘂𝘀𝘂𝗮𝗹 𝗴𝗿𝗼𝗼𝘃𝗲? #LeadershipWithPurpose #Neurodiversity #ElectronicsIndustry #InnovationMindset #CrossIndustryLearning #HumanCenteredLeadership

Innovation is the lifeblood of progress, but it doesn’t happen by chance. It’s cultivated in environments where team members feel safe to share ideas and challenge the status quo. Creating a culture of innovation means nurturing an environment where bold ideas can flourish. It’s about openness, diverse perspectives, and the freedom to experiment. When people feel empowered to speak up, creativity thrives, and true innovation follows. So, how do you create such a culture? 1️⃣ Embed a Growth Mindset: Encourage continuous learning and development across all levels of the organization. Provide resources for professional growth and celebrate learning milestones, fostering an environment where knowledge and skills are constantly evolving. 2️⃣ Facilitate Cross-Functional Collaboration: Break down silos and encourage teams from different departments to work together. Cross-functional projects can bring fresh perspectives and spur innovative solutions that wouldn’t emerge in isolation. 3️⃣ Implement Structured Feedback Mechanisms: Establish regular feedback processes focused on constructive criticism and actionable insights. Ensure psychological safety so team members feel secure, viewing feedback as an opportunity for growth rather than critique. 4️⃣ Encourage Calculated Risks: Promote a culture where calculated risks are welcomed. Empower your team to explore new ideas and approaches without fear of failure. Recognize and reward innovative efforts, even when they don’t result in immediate success. By embedding these principles into your organizational culture, you can pave the way for continuous growth and success. Let’s create spaces where innovation is not just an aspiration but a tangible reality. #Leadership #Innovation #FutureOfWork

Collaborating on Credentials The future of the workforce and the future of education lie in collaborative models where industry and academia work together to create relevant, practical learning experiences. Whether through advisory boards, design challenges and projects, or comprehensive microcredential programs, these partnerships are reshaping how we prepare talent for tomorrow's workforce. On a recent podcast, sie.ag/443UxN, I connected with Michael J. Readey and Christy Bozic, PhD, PMP, CPEM to discuss the transformative power of industry-academia partnerships. Together, we have been collaborating on credentials and sustainability to improve the circular economy digital mindset. Here are some insights we discussed that every education and industry leader should consider: The Traditional Model is Evolving: The "degree-only" mindset is shifting as we recognize the growing importance of continuous, skills-based learning. With the majority of credential-seekers being full-time professionals, the demand for flexible, targeted upskilling is clear. Industry-Academia Partnerships Matter: We must continue to invest in partnerships that bridge the critical gap between classroom theory and rapidly changing workplace demands. Together, we can enable faster identification of emerging skill needs and create timely real-world learning opportunities through immersive experiences. This provides learners with early and direct industry exposure. The Rise of Microcredentials: We're seeing a trend of professionals who actively seek, learn, and collect badges and microcredentials for career progression. Agile learning formats offer just-in-time education and experience for quick adaptation to industry needs, and flexible learning paths can address immediate and targeted skill application. Learn more about what hiring managers look for, how to build industry-relevant learning pathways, and what the future holds for collaborative academic-industry relations. I remember when I started in this industry, the focus was on how we could break down the walls between CAD and CAM. There are still walls between academia and industry we must break down. The collaboration we experienced with Michael, Christy, and the University of Colorado Boulder gives me hope for a new path forward. Listen to the full episode and share your perspective below: sie.ag/443UxN.

After spending three decades in the aerospace industry, I’ve seen firsthand how crucial it is for different sectors to learn from each other. We no longer can afford to stay stuck in our own bubbles. Take the aerospace industry, for example. They’ve been looking at how car manufacturers automate their factories to improve their own processes. And those racing teams? Their ability to prototype quickly and develop at a breakneck pace is something we can all learn from to speed up our product development. It’s all about breaking down those silos and embracing new ideas from wherever we can find them. When I was leading the Scorpion Jet program, our rapid development – less than two years to develop a new aircraft – caught the attention of a company known for razors and electric shavers. They reached out to us, intrigued by our ability to iterate so quickly, telling me "you developed a new jet faster than we can develop new razors..." They wanted to learn how we managed to streamline our processes. It was quite an unexpected and fascinating experience that underscored the value of looking beyond one’s own industry can lead to significant improvements and efficiencies, even in fields as seemingly unrelated as aerospace and consumer electronics. In today’s fast-paced world, it’s more important than ever for industries to break out of their silos and look to other sectors for fresh ideas and processes. This kind of cross-industry learning not only fosters innovation but also helps stay competitive in a rapidly changing market. For instance, the aerospace industry has been taking cues from car manufacturers to improve factory automation. And the automotive companies are adopting aerospace processes for systems engineering. Meanwhile, both sectors are picking up tips from tech giants like Apple and Google to boost their electronics and software development. And at Siemens, we partner with racing teams. Why? Because their knack for rapid prototyping and fast-paced development is something we can all learn from to speed up our product development cycles. This cross-pollination of ideas is crucial as industries evolve and integrate more advanced technologies. By exploring best practices from other industries, companies can find innovative new ways to improve their processes and products. After all, how can someone think outside the box, if they are only looking in the box? If you are interested in learning more, I suggest checking out this article by my colleagues Todd Tuthill and Nand Kochhar where they take a closer look at how cross-industry learning are key to developing advanced air mobility solutions. https://lnkd.in/dK3U6pJf

Too often, I’ve been in a meeting where everyone agreed collaboration was essential—yet when it came to execution, things stalled. Silos persisted, friction rose, and progress felt painfully slow. A recent Harvard Business Review article highlights a frustrating truth: even the best-intentioned leaders struggle to work across functions. Why? Because traditional leadership development focuses on vertical leadership (managing teams) rather than lateral leadership (influencing peers across the business). The best cross-functional leaders operate differently. They don’t just lead their teams—they master LATERAL AGILITY: the ability to move side to side, collaborate effectively, and drive results without authority. The article suggests three strategies on how to do this: (1) Think Enterprise-First. Instead of fighting for their department, top leaders prioritize company-wide success. They ask: “What does the business need from our collaboration?” rather than “How does this benefit my team?” (2) Use "Paradoxical Questions" to Avoid Stalemates. Instead of arguing over priorities, they find a way to win together by asking: “How can we achieve my objective AND help you meet yours?” This shifts the conversation from turf battles to solutions. (3) “Make Purple” Instead of Pushing a Plan. One leader in the article put it best: “I bring red, you bring blue, and together we create purple.” The best collaborators don’t show up with a fully baked plan—they co-create with others to build trust and alignment. In my research, I’ve found that curiosity is so helpful in breaking down silos. Leaders who ask more questions—genuinely, not just performatively—build deeper trust, uncover hidden constraints, and unlock creative solutions. - Instead of assuming resistance, ask: “What constraints are you facing?” - Instead of pushing a plan, ask: “How might we build this together?” - Instead of guarding your function’s priorities, ask: “What’s the bigger picture we’re missing?” Great collaboration isn’t about power—it’s about perspective. And the leaders who master it create workplaces where innovation thrives. Which of these strategies resonates with you most? #collaboration #leadership #learning #skills https://lnkd.in/esC4cfjS

📝 🇺🇸 🇪🇺 🔎 Excited to see our new collaborative study on circular business models & circular economy policy in the U.S. and Europe published: https://lnkd.in/eddrsMh3 👉 🔍 💡 We investigate how policy in one jurisdiction might positively shape circular innovation in other jurisdictions that lack strong circular economy regulatory frameworks of their own 👉 🔍 💡 We specifically investigate the Brussels & California effects, known from previous work where positive policy spill-overs have been identified, because of more stringent environmental regulations in one jurisdiction compared to another 👉 🔍 💡 This new study shows us that there are various positive spillover effects driving circular innovations even where there is a lack of direct country legislation 👉 🔍 💡 Specifically, we found that U.S. companies are deeply influenced by both EU and Californian regulations in their circular innovation practices 👉 🔍 💡 Characteristics of the ‘typical’ U.S. consumer may call for specific circular business models, different from other contexts like Europe 👉 🔍 💡 Key barriers to circular innovation include the lack of a comprehensive policy framework in the U.S., opposition from competitors, and making novel circular business models work in the U.S. legal context 👉 🔍 💡 Strategies to overcome these include: getting legal support for circular business models, developing (local, regional) U.S. regulations, level the playing field for all U.S.-based companies, lobbying for supporting regulation, industry collaboration, and finding a good market fit for circular business models 👉 🔍 💡 Future research can build on this to further enhance our understanding on how policy might positively drive circular economy innovations in international companies affected by different jurisdictions Published today together with Matthew Coffay (Centre for Sustainable Business // CSB NHH) & Carl Dalhammar (IIIEE at Lund University) in Circular Economy and Sustainability - CIES (Springer journal): "The Brussels and California Effects? Circular Economy Policy Influence Across Borders". Circular X Maastricht Sustainability Institute European Research Council (ERC)

Transforming How We Think About Collaboration: The 'Collaborative Innovation' Approach 🪄 🎯 𝗕𝗲𝗴𝗶𝗻 𝘄𝗶𝘁𝗵 𝗔𝘂𝗱𝗮𝗰𝗶𝗼𝘂𝘀 𝗚𝗼𝗮𝗹𝘀 Instead of seeking lowest-common-denominator agreement, start with a powerful vision that attracts committed changemakers. 👥 𝗜𝗻𝘁𝗲𝗻𝘁𝗶𝗼𝗻𝗮𝗹 𝗦𝘆𝘀𝘁𝗲𝗺 𝗥𝗲𝗽𝗿𝗲𝘀𝗲𝗻𝘁𝗮𝘁𝗶𝗼𝗻 Rather than "open door" meetings, carefully select participants to ensure the whole system is in the room — from grassroots to grasstops. 🔄 𝗥𝗲𝗮𝗹-𝘁𝗶𝗺𝗲 𝗖𝗼-𝗰𝗿𝗲𝗮𝘁𝗶𝗼𝗻 Move away from "develop-then-present" to working together in real-time, leveraging collective intelligence. ⚡️ 𝗘𝗺𝗯𝗿𝗮𝗰𝗲 𝗖𝗿𝗲𝗮𝘁𝗶𝘃𝗲 𝗧𝗲𝗻𝘀𝗶𝗼𝗻 Stop pushing for false harmony and start using differences as catalysts for innovation. ✨ 𝗘𝗮𝗿𝗹𝘆 𝗣𝗿𝗼𝘁𝗼𝘁𝘆𝗽𝗶𝗻𝗴 & 𝗟𝗲𝗮𝗿𝗻𝗶𝗻𝗴 Build the strategy through action rather than endless planning sessions. What's powerful about this approach is how it transforms resistance and diversity into sources of innovation. It's not about getting everyone to agree — it's about weaving different perspectives into transformative interventions. Insights from Russ Gaskin, CoCreative and Ashoka's Leading Multi-stakeholder Collaborations course💡 🤔 How do you navigate the tension between inclusion and focused action in your collaborative work? #SystemicChange #Collaboration #Innovation #Leadership #CollectiveImpact

“Let’s celebrate our differences!” — easy to say when you’ve never actually had to WORK through real differences. Here’s the thing: Real differences don’t feel like a celebration. They feel messy, uncomfortable, even threatening. 🧠 Our brains are hardwired to detect difference as potential danger. When someone thinks, works, or communicates differently than we do, our first instinct isn’t to embrace it—it’s to resist it. Recently, I worked with a team trapped in conflict for years. The problem wasn’t competence or commitment. It was cognitive diversity they didn’t know how to handle. 👉 One part of the team was task-focused—eager to get to the point and skip the relational aspects of collaboration. 👉 The other part was relationship-driven—prioritizing emotional connection and dialogue before diving into action. Celebrate their differences? Not likely. 🚫 The task-focused group saw the others as emotionally needy attention-seekers. 🚫 The relationship-driven group saw their counterparts as cold and disengaged. So, what changed everything? Not a shallow celebration of their diversity, but finding their common ground. 🚀 I used my D.U.N.R. Team Methodology to transform their conflict into collaboration: 1️⃣ D – Diversity: we explored their differences without judgment and recognized the strengths in both approaches. 2️⃣ U – Unity: we found their shared purpose—every one of them cared deeply about the team’s success, just in different ways. 3️⃣ N – Norms: we co-created practical norms that guided their interactions and set clear expectations. 4️⃣ R – Rituals: we introduced rituals to honor both styles while reducing friction and fostering collaboration. The real breakthrough? Not pretending their differences were easy, but building bridges through shared values. My honest take: If you’ve truly worked through real differences, you know it’s not about celebrating them—it’s about navigating them with care and intentionality. 💡 Celebrate your common ground first.  That’s how you unlock the power of team diversity. What’s your experience with managing real differences on a team? 🔔 Follow me for more insights on inclusive, high-performing teams. ___________________________________________________ 🌟 If you're new here, hi! :) I’m Susanna. I help companies build an inclusive culture with high-performing and psychologically safe teams.

We don’t build world-class healthcare alone. Collaboration is the real engine of progress. This week proved it again. When Dr. JW (JONG-WOO) CHOI and his team from Asan Medical Center (AMC) visited Doha, something special happened. They didn’t just tour The View Hospital and the Korean Medical Center. They brought with them decades of experience from one of the world’s most respected hospitals. They shared insights that can’t be found in textbooks. They opened up about what works—and what doesn’t—when it comes to patient care, technology, and leadership. Here’s what stood out from their visit: → Shared Learning ↪ Every conversation sparked new ideas. From advanced surgery techniques to patient safety, both teams left with fresh perspectives. → Cultural Exchange ↪ Healthcare is not just science. It’s also about understanding people. The Korean and Qatari teams learned how culture shapes care, trust, and healing. → Innovation in Action ↪ Asan Medical Center’s approach to digital health and connected care is years ahead. Their real-world examples showed us what’s possible when you blend technology with compassion. → Building Bridges ↪ This partnership is more than a handshake. It’s a living bridge—connecting Korea and Qatar, East and West, tradition and innovation. → Raising the Bar ↪ When top minds come together, standards rise. The visit set a new benchmark for what’s possible in international healthcare collaboration. Here’s the truth: No hospital, no matter how advanced, can solve every challenge alone. The best breakthroughs happen when borders disappear and knowledge flows freely. That’s why these visits matter. That’s why we keep building this bridge. Because the future of healthcare belongs to those who work together. And every patient, in every country, deserves nothing less.