'Corporate-Collaboration-Market' Paradigm

Post Classification ---------------------------------------
Section CORPORATE / Category WHAT TO AVOID
Section GOVERNANCE / Category WHAT TO DO
Section TECHNOLOGY / Category WHAT TO KNOW
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Preliminary Remark

The 'Corporate Collaboration Market' is to be understood as the basal paradigm, according to which all of collaboration management is organized, in the primordial enterprise, which in turn is represented by the 'Floating Enterprise' paradigm. You may want to get the definition from the respective Post in my Corporate Blog. Alternatively, sections 1 to 3 provide a short introduction.

1. Business Development Superior to Crisis Management

I am assuming that the enterprise is presently passing through a major crisis, and thereby undergoes significant changes. Thus, the Future of the Enterprise has become an issue. Business Leaders must ensure that the changes, called for by the crisis, will come about in their companies, so they will successfully stand the crisis, coming out in good shape.

To achieve this, a future-proof Business-Development strategy is required. But how to establish such a strategy, if Business Leaders cannot know the novel enterprise concept, at which the development is to be targeted?

2. Switching to a Meta-Strategy Approach

My answer is: Better not try to directly establish a detailed (primary) development strategy. Instead, switch over to a meta-strategy: Try to find as many primordial features of the enterprise as possible. These are true invariants, which certainly will not change during the passage through the crisis.

The primordial invariants, in their entirety, constitute the paradigm of the primordial enterprise, of which the actual enterprise is a manifestation. This paradigm makes for a firm heuristic, providing reliable guidelines for Business development.

The meta-strategy approach strives to get hold this paradigm. Since if we know it, we will possess a safe, though partial, specification of the development target. It seems, this as good an approach as one possibly could have.

3. Getting at the 'Floating-Enterprise' Paradigm

If you porperly run this meta-strategy, you end up with a specific, well-defined paradigm of the primordial enterprise: the Floating-Enterprise paradigm. Its derivation is commented in the respective Post of my Corporate Blog. Here is a list of key traits:

TRAIT #1: The primodial enterprise, we strive to get hold of, is a strongly regulated Sub-Market, drifting in the weakly regulated global Collaboration Market. This is, what the Floating-Enterprise paradigm is referring to.

Notice, the market, at the primordial level, is always a collaboration market, which has nothing to do with goods and services, nor with exchange, not even with money, let alone capital.

TRAIT #2: Regulation is exerted by individual Market-Makers, who determine how individual participants can access the Market and how they have to behave during collaboration.

TRAIT #3: Regulation of and participation in collaboration, are possible thanks to two kinds of interfaces, existing between primordial Individuality and primordial Market (alias Floating Enterprise): the first interface giving rise to Governance, the second to Self-Organization.

TRAIT #4:
● In the – purely artificial – limit of no regulation, the primordial market would amount to pure (and purely fictitious) Self-Organization.
● In the weakly regulated global market matrix, regulation is governed by political institutions.
● In the strongly regulated primordial enterprise, alias Floating Enterprise, regulation is governd, additionally, by corporations, lead privately by Business Leaders.

4. Corporate-Collaboration-Market Paradigm -
    Where it Comes From and what it's Good For

The Floating-Enterprise Paradigm can be used as a heuristics, providing general, future-proof guidelines for Business-Development. A particular part of the Floating-Enterprise Paradigm is the Corporate-Collaboration-Market Paradigm. It can be used for the development of Corporate Collaboration Management – backbone of a company's organization.

The Corporate-Collaboration-Market Paradigm describes the Primordial Collaboration Management, i.e., the time-invariant quintessence of Collaboration Management inside the enterprise: as a specific, well-delimited part of the Primordial Collaboration Market, which in turn is the quintessence of the market of today's market economy.

The Corporate-Collaboration-Market Paradigm is beneficial in that it allows to describe the changing strategies for real-life Corporate Collaboration Management development, conveniently and succinctly, within a well-founded, reliably time-invariant framework.

5. Corporate-Collaboration-Market Paradigm - What it Looks Like

FEATURE #1: According to the Corporate-Collaboration-Market Paradigm, the organizational structure of any kind of collaboration management is basically that of a market, to be denoted as the corporate collaboration market.

FEATURE #2: The collaboration manager is basically acting as a market maker, in fact, as the market maker of the corporate collaboration market.

FEATURE #3: The collaboration manager's first main responsibility (task as market maker) is for creating and maintaining a central place, at which human requests for collaboration of both kinds, demand and offer, can be posted.

FEATURE #4: The collaboration manager's second main duty is is to permanently search for fitting demand-offer pairs, to connect the requesting humans, thus making collaboration possible to happen.

FEATURE #5: The collaboration manager's third burden (as a market maker) is a proper classification of collaboration requests in terms of the specific work roles, required for order fulfilment by a company.

FEATURE #6: Furthermore, the collaboration manager is exerting governance, on the one hand, by defining access rules for potential participants of the collaboration market.

FEATURE #7: The collaboration manager is exerting governance, on the other hand, by fixing the processing rules for matching.

FEATURE #8: The primordial (collaboration) market is everwhere, outside and inside the enterprise. Inside the enterprise it is just more strongly regulated than outside.

6. Corporate-Collaboration-Market Paradigm - How to Leverage it

While, currently, collaboration management of real-world companies is hardly anywhere conceived or treated accoring to the Corporate-Collaboration-Market Paradigm, it may always readily be re-presented in the corporate collaboration market framework. To the effect that:

FEATURE #9: The border between governance and self-organization is enforced to become explicit, so Business Leaders can - for the first time - clearly recognize, how they are dealing with governance.

FEATURE #10: Business Leaders are enabled to determine explicitely, how their Business development strategy should balance governance and self-organization.

Turn to the special-interest group 'Art-Invest-Open / Corporate Collaboration Market' at LinkedIn, to follow or enter discussion.

Go to Art-Invest Website