The Jericho Principle: How Companies Use Strategic by Ralph Welborn

By Ralph Welborn

Knowing the possibilities and risks of innovation via intercompany collaboration
The Jericho precept identifies key tendencies and styles within the expanding use of collaboration by means of companies and creates a strategic and operational framework for answering key questions on the why and the way of utilizing collaboration to swiftly create innovation in doubtful occasions. company and know-how strategists from Bearing aspect Consulting, previously KPMG, supply versions and diagnostics that holiday down a few of the collaborative versions available on the market, to provide managers the instruments and realizing they should speedy and successfully release the strategic partnerships and alliances that would force innovation and cost construction. utilizing case stories, purchaser tales, and learn, the authors supply the reader a transparent view of the promise and peril of collaboration, revealing what works and what doesn't.
Ralph Welborn (Westwood, MA), Senior vice chairman, and Vincent Kasten (Fanwood, NJ), dealing with Director, are senior company and expertise strategists with Bearing element Consulting, one of many world's major administration consulting and platforms integration businesses.

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We are left with the question: How do we drive innovation when it requires continual, rapid creation of value that progressively moves further and further away from your company’s core competencies? In terms of the value-bundle, innovation requires differentiating along one or more of the four areas. 5 One important way to do this is to work with other sources of value that are already differentiated from yours. Other companies that are in different businesses and markets—possibly related to your core business, possibly not—can provide the competencies and the value differentiation needed to drive your innovation.

It is the arrow that represents the future of f inancial institutions in the complete disaggregation scenario discussed earlier in this chapter. Traditional strategic planning essentially assumes a bottom arrow future. It tends to be the default strategic assumption for businesses that are inward-facing and thus focusing mainly on operational metrics, and for businesses that are trying to maximize the amount of production they get from a cash cow. Finally, and most damaging, it tends to be the strategic assumption made by many people when they see that the future is murky and posit that, since they cannot reasonably predict the future, they might as well assume a straight line until things become clearer.

To trade on the exchange you must be a member. Membership is controlled, with approximately 400 members at the time of this writing. In this sense, the collaboration between the NYSE and its members is very stable. 6 Zones of the Collaborative Landscape More Intimate Commitment Jericho More Stable More Dynamic Bars Country Clubs Less Intimate 42 The Jericho Principle example, mechanisms for pricing and for providing liquidity. The exchange interacts with its members, and the members with one another in the roles of buyer and seller, transacting using the abstraction of a share of stock.

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