In a minute or two of trawling around LinkedIn you will be amazed at the great men who all sing the praises of failure: from Churchill to Michael Jordan; from Kennedy to Henry Ford; from James Joyce to Abraham Lincoln. On the other hand, you won’t read much about Joe Dorn, a baker in Pocatello, […]Read More about Rebound—or the Joys of Failure
The search for cross-cooperation is not a fad: through better cooperation, it addresses a need to optimize a company’s resources, information, and know-how. In other words, get rid of silos and create greater coherence, and effectiveness.
Cross-cooperation must be targeted and useful because of its cost and also because it often challenges the status quo and the positions acquired by the various units of the group. Therefore, it is necessary to promote it realistically and to gauge its implementation and benefits.
The ICM Cooperation Barometer measures how different stakeholders feel about lateral cooperation. This feedback allows Management Teams to identify systemic or behavioral barriers to cooperation so that they can be resolved more rapidly.
The web-based Cooperation Barometer is completed by all key stakeholders of a “cooperation hub”: members of different global functions or geographical entities, operational or support staff, and internal or external business counterparts. The questionnaire assesses:
- The current degree of cooperation;
- The individual attitudes and degrees of commitment to cooperation among individuals, teams, and senior leaders;
- The degree of resistance and the difficulties that will hinder future cooperation.
On the basis of this initial assessment, you can request a working session to define the principles and specific methods that make cooperation work within the organization. A shorter version of the Cooperation Barometer can be run annually as a way of monitoring progress.
All data remains confidential and anonymous.