Project collaboration paradox

Getting collaboration when you really need it, when the interaction can add value is usually at the beginning of a project. The closer you get to the completion of the project, the more the parameters tend to be set, it is the detail that changes, a much more mechanical process of executing what has been agreed through the early collaboration stages when things were more flexible and creative.

However, it is often towards the end of the project, particularly when the outlook is positive,  that it becomes easier to attract those who may have been useful at the beginning, but whose contribution later will only cause hesitation and changes that result in a slippage of delivery dates for the project.

Of course, the worst “collaboration” is when someone exercises institutional power after the point where it is useful.

Towards the end of a project, it is co-ordination and project management that is needed, not collaboration, which should have happened at the beginning. How often it gets all arse-about!

About strategyaudit

StrategyAudit is a boutique strategy and marketing consultancy concentrating on the challenges of the medium sized manufacturing businesses that make up the backbone of our economy. The particular focus is on their strategic and marketing development. as well as the business and operational efficiency improvements necessary for day to day commercial survival. We not only give advice, we go down "into the weeds" to ensure and enable implementation.
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