Harvard Business Review

JULY 1, 2014

Such “co-opetition” will require leaders to maintain a difficult dual perspective – rivals must be simultaneously seen as both vital partners and market threats. But hierarchies are flattening as power moves away from top internal management and toward employees and a proliferation of external stakeholders.

Co-Opetition 10

Co-Opetition McClelland Leadership Emotional Intelligence 10

Harvard Business Review

APRIL 28, 2015

That’s because even after they determine the right ways to use information to delight their customers, managers must address one equally important challenge. They must update decades-old management systems so they can embrace new digital opportunities. Where we land is firmly in the face of a management paradox.

Business Model 8

Business Model System Management Supply Chain 8

Harvard Business Review

APRIL 6, 2016

The model can be a win-win as long as the two companies address different customer segments. Two companies transfer selected similar assets into a joint venture in order to support the orderly management of capacity in their industry and reduce the risk of prices spiraling downward. Benefits and risks of co-opetition.

Co-Opetition 8

Co-Opetition Operations Cost Technology 8