TABLE 10-1 How market-oriented ecosystems share information, tools, and data Sharing information upward, downward, and Sharing data, tools, and sideways for transpar- knowledge for operational Company ency effectiveness Alibaba . Quarterly business meet- . Midplatform with integrated ings to solicit new ideas data and technology within from front line and to priori- business teams tize and make them action items . Active inclusion of cus- tomers in cocreation of new products or services Amazon . PR&FAQs to share innova- . Through AWS, various tive ideas from all levels services and tools that sup- . Posting of internal job port each of the Amazon opportunities to facilitate businesses talent movement in deliver- . Internal knowledge-sharing ing strategy platforms like WIKI and Broadcase, the internal Community video-sharing site that presents all Jeff Bezos's internal speeches; "Principal Talk" (knowledge sharing by principal engineers); or some system training DiDi . "On the Road": monthly . Technology platform that meeting for all employees integrates data and tools Quarterly meetings for business leaders Facebook . All-hands meetings (called Open access to unified "Work@FB") for shaping and code base, data, and tools sharing strategic direction . Broad sharing of technical information and support . Facebook Learner Flow, the platform for Al to be more easily applied to Facebook's products and software Google . Weekly TGIF meetings Sharing of strong IT infra- (Thank God It's Friday meet- structure support and tools ings, now, ironically, held headed by best technical on Thursdays) for sharing eaders direction Sharing of coding from Quarterly product meet- different units to avoid re- ings for soliciting and priori- inventing the wheel tizing ideas for improvement . For each product area . Transparent sharing of its own infrastructure team, projects and positions which not only supports the through an online platform internal business but also provides cross-product- area support in technical resources, according to demand Huawei Frequent communication . Shared customer teams of key issues and challenges to enable cross-selling op- faced by Huawei through portunities across different letters and emails by CEO product lines to customers in Ren Zhengfei a region. . Active use of cross- . Regional platforms that also business or cross-functional share deep expertise and committees for informa- knowledge on key customers tion sharing and making in a region decisions from multiple perspectives Supercell . Celebrating with a bottle Daily releases of market and of champagne the lessons user information of different learned from both suc- games to all employees cesses and failures Tencent . Semiweekly executive Technology and Engineering meetings, monthly strategy Group, which gives business meetings, and biannual teams back-end technical strategy conference to share support in big data, security, information, knowledge, and Al discuss priorities, and align . For each business group, its actions own platforms to share tech- . Online platform to enable nical support and data unique employees to ask questions, to the group share information, and ex- press viewpointsTABLE 11-1 Key principles and actions for collaboration Principle Overarching goal Information Competence Authority Actions Define vision, mission, or strategy that encompasses and is larger than the individual parts and that drives unity and alignment. Create disciplined processes or in frastructure to share information, data, and insight across businesses. 0 Ensure that employees or partners have collaboration skills. 0 Move people across units, platform, and even strategic partners. Clarify decision rights and roles for platforms, cells, and allies. 0 Create cross-unit business teams, and give them authority to make decisions. Establish both financial and nonfinan cial incentives for collaboration. TABLE 11-2 The ABC's of overarching goals Criterion Aspirational Behavioral Customer focused Disciplined Energizing Future oriented Definition Defines a state that is a stretch, where desired outcome exceeds the resources at hand Focuses on people's day-to-day be- haviors in relation to the strategy Emphasizes value added to external stakeholders, particularly customers of the unit Woven into the fabric of the firm, e.g., hiring, training, resource allocation, compensation, decision making, technology Inspires and excites, creating emo- tional energy and passion for the goals Focuses on the future, creating a for ward-looking point of View
