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Accountable Authentic Collaborative Courageous Passionate Lifelong learner Welcomes feedback Biased toward action Solution oriented Change agent
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Susan Scott (Fierce Leadership: A Bold Alternative to the Worst "Best" Practices of Business Today)
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If you first take a minute, an hour or a month to let go of feeling annoyed, frustrated or critical of the person or situation that may be driving you crazy, you set yourself up for much greater leadership and personal success.
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John Kuypers (Who's The Driver Anyway? Making the Shift to a Collaborative Team Culture)
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Collaborators don’t steal others’ ideas, take advantage of people, or sit back while others accomplish their tasks for them. Collaborators take action to ensure that everyone with whom they work can enjoy the maximum potential outcome.
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Raoul Davis Jr. (Firestarters: How Innovators, Instigators, and Initiators Can Inspire You to Ignite Your Own Life)
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The board, in collaboration with management, crafts a strategic roadmap that defines the specific steps required to achieve the vision. This roadmap translates the company's "why" and "when" into a practical "how," outlining key milestones, resource allocation, and performance metrics.
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Hendrith Vanlon Smith Jr. (Board Room Blitz: Mastering the Art of Corporate Governance)
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Cooperation, collaboration and coordination are together more powerful than competition.
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Hendrith Vanlon Smith Jr.
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People become more valuable when they gain skills and capabilities that enable them to add value to other peoples lives. A business is a collaboration of people. Businesses also become more valuable when they gain skills and capabilities that enable them to add value to peoples lives.
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Hendrith Vanlon Smith Jr.
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At Mayflower-Plymouth, we place a lot of emphasis on cooperation, collaboration and coordination.
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Hendrith Vanlon Smith Jr.
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If you'd like to gain a new understanding of collaboration, get into gardening.
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Hendrith Vanlon Smith Jr.
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In business, supply chains risks are not only correlated to the competition or to collaborators or to customers. Supply chain risk is also correlated to all of the companies and industries using the same imputs as your business.
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Hendrith Vanlon Smith Jr.
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We must consider the building not as an object but as a collaborative system tightly linked to it's natural environment.
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Neri Oxman
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In a permaculture economy, it's less about competition and more about collaboration, cooperation and coordination.
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Hendrith Vanlon Smith Jr.
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The human dimension of organizational change is vital. Because ultimately, a company is a collaboration of people.
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Hendrith Vanlon Smith Jr.
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Don't be that employee that complains all the time! Instead, be that employee that sees opportunities within the business and weeks to collaborate with colleagues and management to make the business better.
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Hendrith Vanlon Smith Jr. (Business Essentials)
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Companies can learn a lot from biological systems. The human immune system for example is adaptive, redundant, diverse, modular, data-driven and network collaborative. A company that desires not just short term profit but also long term resilience should apply these features of the human immune system to it's business models and company structure.
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Hendrith Vanlon Smith Jr.
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Capital markets need to reward human progress in addition to profits. The two can be co-collaborators - human progress can amplify profits and profits can amplify human progress.
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Hendrith Vanlon Smith Jr.
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A lot of business is collaborative, and a lot of business is competitive. And it's important to know when to focus on which.
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Hendrith Vanlon Smith Jr.
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Effective listening is the single most powerful thing you can do to build and maintain a climate of trust and collaboration. Strong listening skills are the foundation for all solid relationships.
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Michelle Tillis Lederman (The 11 Laws of Likability: Relationship Networking . . . Because People Do Business with People They Like)
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First Globals are ready to go anywhere, experience everything, and work and live in exotic places, and for them, family life takes priority over work life and a flexible, diverse, collaborative, fun learning environment is key.
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Susan Scott (Fierce Leadership: A Bold Alternative to the Worst "Best" Practices of Business Today)
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All businesses could use a garden where Data Scientists plant seeds of possibility and water them with collaboration.
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Damian Mingle
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If left unexecuted, even the greatest competitive strategies are not worth the paper on which they were written.
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Eric Lowitt (The Collaboration Economy: How to Meet Business, Social, and Environmental Needs and Gain Competitive Advantage)
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Leadership must come from all of us -- the private, public, and civil sectors.
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Eric Lowitt (The Collaboration Economy: How to Meet Business, Social, and Environmental Needs and Gain Competitive Advantage)
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Synergy without strategy results to waste of energy.
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Ogwo David Emenike
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Some of the same things that are important in a family are also important in a company — things like empathy, love, compassion, trust, fun, commitment, collaborative work, and authenticity.
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Hendrith Vanlon Smith Jr.
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Fungi are decentralized intelligence networks. They send information multi-directionally, they constantly evolve and adapt based on feedback from their environment, they invent new molecules to collaborate... And they form a decentralized consensus on how to utilize resources, when to reproduce and what strategies to employ. This is how businesses and business ecosystems should be.
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Hendrith Vanlon Smith Jr.
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Every day, I try to make the best decisions possible about what I create, what I consume, and who I collaborate with - but living in the world, participating in capitalism, requires moral compromise. I am not looking for purity; it doesn't exist. Instead, I'm trying to do the best I can, and take a stand when I think I can have an impact.
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Roxane Gay (Opinions: A Decade of Arguments, Criticism, and Minding Other People's Business)
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Sometimes the best way to get other people to give up their egos is for you to give up yours first.
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Jane Ripley (Collaboration Begins with You: Be a Silo Buster)
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In order to become a better innovator, you're going to learn how to write songs.
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Cliff Goldmacher (The Reason for the Rhymes: Mastering the Seven Essential Skills of Innovation by Learning to Write Songs)
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The interconnectedness of nature demonstrates the power of collaboration and strategic alliances in business.
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Hendrith Vanlon Smith Jr.
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Inaction is no longer acceptable.
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Eric Lowitt (The Collaboration Economy: How to Meet Business, Social, and Environmental Needs and Gain Competitive Advantage)
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Loan restructuring may be explored as a collaborative solution between commercial bankers and businesses facing financial challenges. In the event of crises, it may be the best option for everyone.
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Hendrith Vanlon Smith Jr.
“
TO
MY COLLABORATOR
who buys the ink and paper
laughs
and, in fact, does all the really difficult
part of the business
this book is gratefully dedicated
in memory of a winter’s morning
in Switzerland
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A.A. Milne (Once a Week)
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Team Topologies provides four fundamental team types—stream-aligned, platform, enabling, and complicated-subsystem—and three core team interaction modes—collaboration, X-as-a-Service, and facilitating.
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Matthew Skelton (Team Topologies: Organizing Business and Technology Teams for Fast Flow)
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Sometimes, we get so caught up in the business of life that we forget to address the root causes of our problems. Taking a step back and confronting those issues can be the key to unlocking a more fulfilling existence!
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Erick "The Black Sheep" G
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The company you keep determines how others view you. Identify with mediocrity and you will be labeled sub par. Collaborate with questionable people and your reputation becomes suspect. Guilt by association can end a career, hurt your business and cost you friends. Choose alliances wisely or you may be condemned for someone else's sins.
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Carlos Wallace (Life Is Not Complicated-You Are: Turning Your Biggest Disappointments into Your Greatest Blessings)
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The key venue for freewheeling discourse was the Monday morning executive team gathering, which started at 9 and went for three or four hours. The focus was always on the future: What should each product do next? What new things should be developed? Jobs used the meeting to enforce a sense of shared mission at Apple. This served to centralize control, which made the company seem as tightly integrated as a good Apple product, and prevented the struggles between divisions that plagued decentralized companies.
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Walter Isaacson (Steve Jobs)
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But what if I were to say to you that 25 years from now, the bulk of the energy you use to heat your home and run your appliances, power your business, drive your vehicle, and operate every part of the global economy will likewise be nearly free? That’s already the case for several million early adopters
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Jeremy Rifkin (The Zero Marginal Cost Society: The Internet of Things, the Collaborative Commons, and the Eclipse of Capitalism)
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IRVING: Flowery prose. Verbosity. Some folks think they’re Neil Gaiman, and have ambitions of their scripts being reprinted for their adoring fans to pore over, when in reality, scripts are working documents designed to provide the narrative framework for their collaborators to decorate and embellish with imagery.
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Brian Michael Bendis (Words for Pictures: The Art and Business of Writing Comics and Graphic Novels)
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While CEO of P&G, John Pepper was once asked in an interview which skill or characteristic was most important to look for when hiring new employees. Was it leadership? Analytical ability? Problem solving? Collaboration? Strategic thinking? Or something else? His answer was integrity. He explained, “All the rest, we can teach them after they get here.
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Paul Smith (Lead with a Story: A Guide to Crafting Business Narratives That Captivate, Convince, and Inspire)
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Empathy and understanding are the keys to successful business. By putting people first, we can create a culture of respect and collaboration that drives positive change.
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Enamul Haque
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Intrinsically we humans want to be happy, and happiness derives from having purpose, pursuit towards interesting and challenging ‘something’ that is greater than oneself.
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Ines Garcia (Becoming more Agile whilst delivering Salesforce)
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Empathy and understanding are the keys to a successful business. Putting people first can create a culture of respect and collaboration that drives positive change.
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Enamul Haque
“
the most defining trait of great entrepreneurs in the twenty-first century will be the ability to creatively collaborate with other people,
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Jay Abraham (The Sticking Point Solution: 9 Ways to Move Your Business from Stagnation to Stunning Growth In Tough Economic Times)
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When only one party makes a profit that's robbery when all parties make profit that's business.
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Amit Kalantri (Wealth of Words)
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The quest for innovation against newly emerging realities requires us to bring disparate teams closer together and to create more bandwidth for actually collaborating with one another.
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Kevin G. Bethune (Reimagining Design: Unlocking Strategic Innovation (Simplicity: Design, Technology, Business, Life))
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His goal was to be vigilant against " the bozo explosion" that leads to a company's being larded with second rate talent:
For most things in life, the range between best and average is 30% or so. The best airplane flight, the best meal, they may be 30% better than your average one. What I saw with Woz was somebody who was fifty times better than the average engineer. He could have meetings in his head. The Mac team was an attempt to build a whole team like that, A players. People said they wouldn't get along, they'd hate working with each other. But I realized that A players like to work with A players, they just didn't like working with C players. At Pixar, it was a whole company of A players. When I got back to Apple, that's what I decided to try to do. You need to have a collaborative hiring process. When we hire someone, even if they're going to be in marketing, I will have them talk to the design folks and the engineers. My role model was J. Robert Oppenheimer. I read about the type of people he sought for the atom bomb project. I wasn't nearly as good as he was, but that's what I aspired to do.
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Walter Isaacson
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By adopting an agile mindset and providing improved engagement, collaboration, transparency, and adaptability via Scrum's values, roles, events, and artifacts, the results were excellent.
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Scott M. Graffius (Agile Transformation: A Brief Story of How an Entertainment Company Developed New Capabilities and Unlocked Business Agility to Thrive in an Era of Rapid Change)
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When a leader nurtures an environment of trust, respect, and honesty—business soars, creativity and problem-solving are inspired, and collaboration enables people get more done in less time.
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Susan C. Young (The Art of Connection: 8 Ways to Enrich Rapport & Kinship for Positive Impact (The Art of First Impressions for Positive Impact, #6))
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I began looking for these four: Smart. It doesn’t mean high IQ (although that’s great), it means disposed toward learning. If there’s a best practice anywhere, adopt it. We want to turn as much as possible into a routine so we can focus on the few things that require human intelligence and creativity. A good interview question for this is: “Tell me about the last significant thing you learned about how to do your job better.” Or you might ask a candidate: “What’s something that you’ve automated? What’s a process you’ve had to tear down at a company?” Humble. I don’t mean meek or unambitious, I mean being humble in the way that Steph Curry is humble. If you’re humble, people want you to succeed. If you’re selfish, they want you to fail. It also gives you the capacity for self-awareness, so you can actually learn and be smart. Humility is foundational like that. It is also essential for the kind of collaboration we want at Slack. Hardworking. It does not mean long hours. You can go home and take care of your family, but when you’re here, you’re disciplined, professional, and focused. You should also be competitive, determined, resourceful, resilient, and gritty. Take this job as an opportunity to do the best work of your life. Collaborative. It’s not submissive, not deferential—in fact it’s kind of the opposite. In our culture, being collaborative means providing leadership from everywhere. I’m taking responsibility for the health of this meeting. If there’s a lack of trust, I’m going to address that. If the goals are unclear, I’m going to deal with that. We’re all interested in getting better and everyone should take responsibility for that. If everyone’s collaborative in that sense, the responsibility for team performance is shared. Collaborative people know that success is limited by the worst performers, so they are either going to elevate them or have a serious conversation. This one is easy to corroborate with references, and in an interview you can ask, “Tell me about a situation in your last company where something was substandard and you helped to fix it.
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Ben Horowitz (What You Do Is Who You Are: How to Create Your Business Culture)
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Design thinking has been associated with massive team collaboration, which in turn, fosters employee engagement and maximizes productivity. Hence, it is a tool that should be emulated and implemented for the success of any business.
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Hibatullah Jawhar
“
I now see the intellectual as something of a functionary. There are so many different types of intellectuals today. Some university intellectuals collaborate with business types, and there are other kind of intellectuals who sit on committees dealing with community problems. The intellectual is a toolmaker, and he cannot dictate or even foreknow how the tools he creates will be used by the people. Even in this respect the intellectual is not a prophet.'
'So you reject the whole Leninist-Lukács notion of the avant-garde, the party intellectuals who perceive the truth the masses can't see,' Call concluded.'
'Absolutely.
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Simeon Wade (Foucault in California [A True Story—Wherein the Great French Philosopher Drops Acid in the Valley of Death])
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Of note to those in business, many of these studies report deleterious effects on business outcomes on the basis of only very modest reductions in sleep amount within an individual, perhaps twenty- to sixty-minute differences between an employee who is honest, creative, innovate, collaborative, and productive and one who is not.
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Matthew Walker (Why We Sleep: Unlocking the Power of Sleep and Dreams)
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After a lull in white arrests, some towns increased the rewards for turning in collaborators. Folks informed on business rivals, ancient nemeses, and neighbors, recounting old conversations where the traitors had uttered forbidden sympathies. Children tattled on their parents, taught by schoolmistresses the hallmarks of sedition.
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Colson Whitehead (The Underground Railroad)
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I suppose we couldn't realize, or could realize but couldn't accept, that the logic of business is not a logic in that sense. It's not only a narrow consideration of profits and losses, but a larger logic of, well, appetite. To buy something is to assert oneself, and to sell it, for whatever reason, is to collaborate in one's own diminishment.
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Adam Gopnik (Paris to the Moon)
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Still allergic to PowerPoints and formal presentations, he insisted that the people around the table hash out issues from various vantages and the perspectives of different departments.
Because he believed that Apple's great advantage was its integration of the whole widget- from design to hardware to software to content-he wanted all departments at the company to work together in parallel. The phrases he used were "deep collaboration" and "concurrent engineering." Instead of a development process in which a product would be passed sequentially from engineering to design to manufacturing to marketing and distribution, these various departments collaborated simultaneously. " Our method was to develop integrated products, and that meant our process had to be integrated and collaborative," Jobs said.
This approach also applied to key hires. He would have candidates meet the top leaders-Cook, Tevanian, Schiller, Rubinstein, Ive- rather than just the managers of the department where they wanted to work. " Then we all get together without the person and talk about whether they'll fit in," Jobs said.
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Walter Isaacson (Steve Jobs)
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So this was her condition: here in the kitchen she knew who she was, here in the kitchen she was restless and bored, here in the kitchen she functioned admirably, here in the kitchen she despised what she did. She would become angry over the 'emptiness of a woman's life' as she called it, then laugh with a delight I can still hear when she analysed some complicated bit of business going on in the alley.
Passive in the morning, rebellious in the afternoon, she was made and unmade daily. She fastened hungrily on the only substance available to her, became affectionate toward her own animation, then felt like a collaborator. How could she not be devoted to a life of such intense division? And how could I not be devoted to her devotion?
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Vivian Gornick (Fierce Attachments)
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We as educators must take seriously our responsibility to create growth-mindset-friendly environments - where kids feel safe from judgement, where they understand that we believe in their potential to grow, and where they know that we are totally dedicated to collaborating with them on their learning. We are in the business of helping kids thrive, not finding reasons why they can’t.
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Carol S. Dweck (Mindset: The New Psychology of Success)
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The academic literature describes marshals who “‘police’ other demonstrators,” and who have a “collaborative relationship” with the authorities. This is essentially a strategy of co-optation. The police enlist the protest organizers to control the demonstrators, putting the organization at least partly in the service of the state and intensifying the function of control. (...)
Police/protestor cooperation required a fundamental adjustment in the attitude of the authorities. The Negotiated Management approach demanded the institutionalization of protest. Demonstrations had to be granted some degree of legitimacy so they could be carefully managed rather than simply shoved about. This approach de-emphasized the radical or antagonistic aspects of protest in favor of a routinized and collaborative approach. Naturally such a relationship brought with it some fairly tight constraints as to the kinds of protest activity available. Rallies, marches, polite picketing, symbolic civil disobedience actions, and even legal direct action — such as strikes or boycotts — were likely to be acceptable, within certain limits. Violence, obviously, would not be tolerated. Neither would property destruction. Nor would any of the variety of tactics that had been developed to close businesses, prevent logging, disrupt government meetings, or otherwise interfere with the operation of some part of society. That is to say, picketing may be fine, barricades are not. Rallies were in, riots were out. Taking to the streets — under certain circumstances — may be acceptable; taking over the factories was not. The danger, for activists, is that they might permanently limit themselves to tactics that were predictable, non-disruptive, and ultimately ineffective.
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Kristian Williams (Our Enemies in Blue: Police and Power in America)
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The transformation of a business-as-usual culture into one focused on innovation and driven by design involves activities, decisions, and attitudes. Workshops help expose people to design thinking as a new approach. Pilot projects help market the benefits of design thinking within the organization. Leadership focuses the program of change and gives people permission to learn and experiment. Assembling interdisciplinary teams ensures that the effort is broadly based. Dedicated spaces such as the P&G Innovation Gym provide a resource for longer-term thinking and ensure that the effort will be sustained. Measurement of impacts, both quantitative and qualitative, helps make the business case and ensures that resources are appropriately allocated. It may make sense to establish incentives for business units to collaborate in new ways so that younger talent sees innovation as a path to success rather than as a career risk.
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Tim Brown (Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation)
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Innovators and creators are persons who can to a higher degree than average accept the condition of aloneness—that is, the absence of supportive feedback from their social environment. They are more willing to follow their vision, even when it takes them far from the mainland of the human community. Unexplored spaces do not frighten them—or not, at any rate, as much as they frighten those around them. This is one of the secrets of their power—the great artists, scientists, inventors, industrialists. Is not the hallmark of entrepreneurship (in art or science no less than in business) the ability to see a possibility that no one else sees—and to actualize it? Actualizing one’s vision may of course require the collaboration of many people able to work together toward a common goal, and the innovator may need to be highly skillful at building bridges between one group and another. But this is a separate story and does not affect my basic point. That which we call “genius” has a great deal to do with independence, courage, and daring—a great deal to do with nerve. This is one reason we admire it. In the literal sense, such “nerve” cannot be taught; but we can support the process by which it is learned. If human happiness, well-being, and progress are our goals, it is a trait we must strive to nurture—in our child-rearing practices, in our schools, in our organizations, and first of all in ourselves.
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Nathaniel Branden (The Six Pillars of Self-Esteem)
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The world of business is becoming one of the great cathedrals of spirit. Businesses are becoming places in which meaning can be created, in which mutuality begins to happen. Business is the force in the world that is fulfilling every major value of the great spiritual traditions: intimacy, trust, a shared vision, cooperation, collaboration, friendship, and ultimately love. After all, what is love at its core? It is the movement of evolution to higher and higher levels of mutuality, recognition, union and embrace.
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Marc Gafni
“
In knowledge work, when you agree to a new commitment, be it a minor task or a large project, it brings with it a certain amount of ongoing administrative overhead: back-and-forth email threads needed to gather information, for example, or meetings scheduled to synchronize with your collaborators. This overhead tax activates as soon as you take on a new responsibility. As your to-do list grows, so does the total amount of overhead tax you’re paying. Because the number of hours in the day is fixed, these administrative chores will take more and more time away from your core work, slowing down the rate at which these objectives are accomplished. At moderate workloads, this effect might be frustrating: a general sense that completing your work is taking longer than it should. As your workload increases, however, the overhead tax you’re paying will eventually pass a tipping point, beyond which logistical efforts will devour so much of your schedule that you cannot complete old tasks fast enough to keep up with the new. This feedback loop can quickly spiral out of control, pushing your workload higher and higher until you find yourself losing your entire day to overhead activities: meeting after meeting conducted against a background hum of unceasing email and chat. Eventually the only solution becomes to push actual work into ad hoc sessions added after hours—in the evenings and early mornings, or over the weekend—in a desperate attempt to avoid a full collapse of all useful output. You’re as busy as you’ve ever been, and yet hardly get anything done.
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Cal Newport (Slow Productivity: The Lost Art of Accomplishment Without Burnout)
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Synergy refers to the interaction of elements that when combined produce a total effect that is greater than the sum of the individual elements. In the context of your business, consider how a team can put forth a collaborative effort that exceeds an individual’s output. Now on task, you may begin to share the key parts of your plan with the pillars of your business or family. Embrace the opportunity and be enthusiastic as you are assigning responsibilities. Everyone needs to have a “paddle in the canoe” and work in synchronicity to achieve the desired outcome.
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Tony Carlton (Evolve: Your Path. Your Time. Your Shine. (The Power of Evolving))
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Nasty Gal Obsessed: We keep the customer at the center of everything we do. Without customers, we have nothing. Own It: Take the ball and run with it. We make smart decisions, put the business first, and do more with less. People Are Important: Reach out, make friends, build trust. No Assholes: We leave our egos at the door. We are respectful, collaborative, curious, and open-minded. Learn On: What we’re building has never been built before—the future is ours to write. We get excited about growth, take intelligent risks, and learn from our mistakes. Have Fun and Keep It Weird.
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Sophia Amoruso (#GIRLBOSS)
“
Remember, Sarah, any plan is better than no plan. “Because in the process of defining the future, the plan begins to shape itself to reality, both the reality of the world out there and the reality you are able to create in here. “And as those two realities merge, they form a new reality—call it your reality, call it the unique invention that is uniquely yours, the reality of your mind and your heart uniting with all the elements of your business, and your business with the world, shaping, designing, collaborating, to form something that never existed before in exactly that way.
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Michael E. Gerber (The E-Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It)
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Idea in Brief Are you an ethical manager? Most would probably say, “Of course!” The truth is, most of us are not. Most of us believe that we’re ethical and unbiased. We assume that we objectively size up job candidates or venture deals and reach fair and rational conclusions that are in our organization’s best interests. But the truth is, we harbor many unconscious—and unethical—biases that derail our decisions and undermine our work as managers. Hidden biases prevent us from recognizing high-potential workers and retaining talented managers. They stop us from collaborating effectively with partners. They erode our teams’ performance. They can also lead to costly lawsuits.
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Harvard Business Publishing (HBR's 10 Must Reads on Managing People (with featured article "Leadership That Gets Results," by Daniel Goleman))
“
I've always believed that culture is defined and created from the top down, but it comes to life from the bottom up. This meant that I had to build our culture by working with the leadership group (i.e., the owner, general manager, and executives), the coaching staff, and the football team. To strengthen the culture among the leadership group, it was important to reiterate to the owner, team president, and general manager the shared beliefs, values, and expectations that we had discussed in depth when I was interviewing for the head coaching position. It was important to have collaborative conversations on a regular basis to discuss the changes we were making and why we were making them.
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Jon Gordon (You Win in the Locker Room First: The 7 C's to Build a Winning Team in Business, Sports, and Life (Jon Gordon))
“
Improve performance through process improvements introduced with minimal resistance. Deliver with high quality. Deliver a predictable lead time by controlling the quantity of work-in-progress. Give team members a better life through an improved work/life balance. Provide slack in the system by balancing demand against throughput. Provide a simple prioritization mechanism that delays commitment and keeps options open. Provide a transparent scheme for seeing improvement opportunities, thereby enabling change to a more collaborative culture that encourages continuous improvement. Strive for a process that enables predictable results, business agility, good governance, and the development of what the Software Engineering Institute calls a high-maturity organization.
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David J. Anderson (Kanban)
“
Friends and our parasympathetic nervous system”: I had a few friends visiting us yesterday and I noticed how quickly my nervous system settled down once we all sat on the couch and started talking. Upon reflecting, here are two point of what I took from this: 1. When we have (good) friends around, we cant check our emails, talk to our partners about financial issues, worry about the future or get busy. Our friends ask us to bring our attention to the here and now experience. 2. Our friends help us to remember our interdependent nature. That we belong to something that is bigger then just our spouse and children. That we are tribal. Both these points have to do with our “social” part of our parasympathetic nervous system, especially the Ventral Vagal complex- which is how we slow ourselves enough to Establish connections.
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Shahar Rabi (Spiritual Misfits: Collaboration and Belonging in a Divisive World)
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Burlington, Vermont, is an example of a certain kind of small city that David Brooks calls “Latte Towns,” enclaves of affluent and well-educated people, sometimes in scenic locales such as Santa Fe or Aspen and sometimes in university towns such as Ann Arbor, Berkeley, or Chapel Hill. Of Burlington, Brooks writes: Burlington boasts a phenomenally busy public square. There are kite festivals and yoga festivals and eating festivals. There are arts councils, school-to-work collaboratives, environmental groups, preservation groups, community-supported agriculture, antidevelopment groups, and ad hoc activist groups.… And this public square is one of the features that draw people to Latte Towns. People in these places apparently would rather spend less time in the private sphere of their home and their one-acre yard and more time in the common areas.
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Charles Murray (Coming Apart: The State of White America, 1960-2010)
“
It truly is a team sport, and we have the best team in town. But it’s my relationship with Ilana that I cherish most. We have such a strong partnership and have learned how we work most efficiently: I need coffee, she needs tea. When we’re stressed, I pace around and use a weird neck massager I bought online that everyone makes fun of me for, and she knits. When we’re writing together she types, because she’s faster and better at grammar. We actually FaceTime when we’re not in the same city and are constantly texting each other ideas for jokes or observations to potentially use (I recently texted her from Asheville: girl with flip-flops tucked into one strap of tank top). Looking back now at over ten years of doing comedy and running a business with her I can see how our collaboration has expanded and contracted. But it’s the problem-solving aspect of this industry, the producing, the strategy, the realizing that we could put our heads together and figure out the best solution, that has made our relationship and friendship what it is. Because that spills into everything. We both have individual careers now, but those other projects have only been motivating and inspiring to each other and the show. We bring back what we’ve learned on the other sets, in the other negotiations, in the other writers’ rooms or press situations. I’m very lucky to have jumped into this with Ilana Rose Glazer, the ballsy, curly-haired, openhearted, nineteen-year-old girl that cracked me up that night at the corner of the bar at McManus. So many wonderful things have happened since we began working together, but there are a lot of confusing, life-altering things in there too, and it’s such a relief to have someone who completely understands the good and the bad.
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Abbi Jacobson (I Might Regret This: Essays, Drawings, Vulnerabilities, and Other Stuff)
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10. What books would you recommend to an aspiring entrepreneur? Some quick favorites: The 22 Immutable Laws of Marketing: Violate Them at Your Own Risk! by Al Ries and Jack Trout The 48 Laws of Power by Robert Greene The 33 Strategies of War by Robert Greene Antifragile: Things That Gain from Disorder by Nassim Nicholas Taleb The Fish That Ate the Whale: The Life and Times of America’s Banana King by Rich Cohen Wikinomics: How Mass Collaboration Changes Everything by Don Tapscott and Anthony D. Williams Contagious: Why Things Catch On by Jonah Berger The Pirate’s Dilemma: How Youth Culture Is Reinventing Capitalism by Matt Mason Rules for Radicals: A Pragmatic Primer for Realistic Radicals by Saul D. Alinsky The New New Thing: A Silicon Valley Story by Michael Lewis Here Comes Everybody: The Power of Organizing Without Organizations by Clay Shirky Purple Cow: Transform Your Business by Being Remarkable by Seth Godin Eleven Rings: The Soul of Success by Phil Jackson and Hugh Delehanty Billion Dollar Lessons: What You Can Learn from the Most Inexcusable Business Failures of the Last 25 Years by Paul B. Carroll and Chunka Mui Gonzo Marketing: Winning Through Worst Practices by Christopher Locke
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Ryan Holiday (Growth Hacker Marketing: A Primer on the Future of PR, Marketing, and Advertising)
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ASSERTIVE The Assertive type believes time is money; every wasted minute is a wasted dollar. Their self-image is linked to how many things they can get accomplished in a period of time. For them, getting the solution perfect isn’t as important as getting it done. Assertives are fiery people who love winning above all else, often at the expense of others. Their colleagues and counterparts never question where they stand because they are always direct and candid. They have an aggressive communication style and they don’t worry about future interactions. Their view of business relationships is based on respect, nothing more and nothing less. Most of all, the Assertive wants to be heard. And not only do they want to be heard, but they don’t actually have the ability to listen to you until they know that you’ve heard them. They focus on their own goals rather than people. And they tell rather than ask. When you’re dealing with Assertive types, it’s best to focus on what they have to say, because once they are convinced you understand them, then and only then will they listen for your point of view. To an Assertive, every silence is an opportunity to speak more. Mirrors are a wonderful tool with this type. So are calibrated questions, labels, and summaries. The most important thing to get from an Assertive will be a “that’s right” that may come in the form of a “that’s it exactly” or “you hit it on the head.” When it comes to reciprocity, this type is of the “give an inch/take a mile” mentality. They will have figured they deserve whatever you have given them so they will be oblivious to expectations of owing something in return. They will actually simply be looking for the opportunity to receive more. If they have given some kind of concession, they are surely counting the seconds until they get something in return. If you are an Assertive, be particularly conscious of your tone. You will not intend to be overly harsh but you will often come off that way. Intentionally soften your tone and work to make it more pleasant. Use calibrated questions and labels with your counterpart since that will also make you more approachable and increase the chances for collaboration. We’ve seen how each of these groups views the importance of time differently (time = preparation; time = relationship; time = money). They also have completely different interpretations of silence. I’m definitely an Assertive, and at a conference this Accommodator type told me that he blew up a deal. I thought, What did you do, scream at the other guy and leave? Because that’s me blowing up a deal. But it turned out that he went silent; for an Accommodator type, silence is anger. For Analysts, though, silence means they want to think. And Assertive types interpret your silence as either you don’t have anything to say or you want them to talk. I’m one, so I know: the only time I’m silent is when I’ve run out of things to say. The funny thing is when these cross over. When an Analyst pauses to think, their Accommodator counterpart gets nervous and an Assertive one starts talking, thereby annoying the Analyst, who thinks to herself, Every time I try to think you take that as an opportunity to talk some more. Won’t you ever shut up?
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Chris Voss (Never Split the Difference: Negotiating as if Your Life Depended on It)
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Open-source software shows the potential of social norms. In the case of Linux and other collaborative projects, you can post a problem about a bug on one of the bulletin boards and see how fast someone, or often many people, will react to your request and fix the software-using their own leisure time. Could you pay for this level of service? Most likely. But if you had to hire people of the same caliber they would cost you an arm and a leg. Rather, people in these communities are happy to give their time to society at large (for which they get the same social benefits we all get from helping a friend paint a room). What can we learn from this that is applicable to the business world? There are social rewards that strongly motivate behavior-and one of the least used in corporate life is the encouragement of social rewards and reputation.
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Dan Ariely (Predictably Irrational: The Hidden Forces That Shape Our Decisions)
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Business Thinking Design Thinking Market analysis What might be Definitive Iterative Focus groups Observation Spreadsheets Scenarios Individual responsibility Collaboration Permanent jobs Temporary projects
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Dirk Beckmann (What Would Apple Do?)
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The traditional lecture format of the twentieth century (which is still largely used in business schools) was quite adapted to the bygone industrial era. In that format, one enlightened person talks (the teacher as knowledge giver) while the students (a-lumni, “those who do not see the light”) listen passively. Such traditional setting worked well in a world in which knowledge access was limited, environmental changes were slower and hierarchical organizations relied on passive workers mostly to relay information and obey orders. In our digital, post-industrial age, organizations that thrive are those that have flexible structures, adaptable strategies and a culture of constant learning and collaboration among so-called “knowledge workers”. Modern companies expect students to become autonomous information seekers and problem solvers. Students expect to be given tools, methods and concepts that will make them better at thinking critically and creatively (Lima, 2003). But that is not always what they find in passive learning environments.
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Marcos C. Lima (Teaching with Cases: A Framework-Based Approach)
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I believe that our planet is inhabited not only by animals and plants and bacteria and viruses, but also by ideas. Ideas are a disembodied, energetic life-form. They are completely separate from us, but capable of interacting with us—albeit strangely. Ideas have no material body, but they do have consciousness, and they most certainly have will. Ideas are driven by a single impulse: to be made manifest. And the only way an idea can be made manifest in our world is through collaboration with a human partner. It is only through a human’s efforts that an idea can be escorted out of the ether and into the realm of the actual. Therefore, ideas spend eternity swirling around us, searching for available and willing human partners. (I’m talking about all ideas here—artistic, scientific, industrial, commercial, ethical, religious, political.) When an idea thinks it has found somebody—say, you—who might be able to bring it into the world, the idea will pay you a visit. It will try to get your attention. Mostly, you will not notice. This is likely because you’re so consumed by your own dramas, anxieties, distractions, insecurities, and duties that you aren’t receptive to inspiration. You might miss the signal because you’re watching TV, or shopping, or brooding over how angry you are at somebody, or pondering your failures and mistakes, or just generally really busy. The idea will try to wave you
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Elizabeth Gilbert (Big Magic: Creative Living Beyond Fear)
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The spirit we create together in a group. Whenever people come together they create a field of energy that is the combination of their individual spirits and intentions. This field can be shaped purposefully or left to form on its own. Too often groups make the mistake of assuming that getting down to business is the most effective way of using their time together. They fail to intentionally create a positive learning environment.
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Patricia Hughes (Courageous Collaboration with Gracious Space: From Small Openings to Profound Transformation)
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Consultant and author Bob Frisch writes about similar situations in the business world, saying, “Most companies are run by teams with no names”4 and “Most of the world’s best executives make decisions in ways that don’t show up on an organization chart or process flow diagram.
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Ryan T. Hartwig (Teams That Thrive: Five Disciplines of Collaborative Church Leadership)
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Without an innovation strategy, innovation improvement efforts can easily become a grab bag of much-touted best practices: dividing R&D into decentralized autonomous teams, spawning internal entrepreneurial ventures, setting up corporate venture-capital arms, pursuing external alliances, embracing open innovation and crowdsourcing, collaborating with customers, and implementing rapid prototyping, to name just a few. There is nothing wrong with any of those practices per se. The problem is that an organization’s capacity for innovation stems from an innovation system : a coherent set of interdependent processes and structures that dictates how the company searches for novel problems and solutions, synthesizes ideas into a business concept and product designs, and selects which projects get funded.
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Anonymous
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The quality of students wasn’t an issue; Tsinghua and nearby Peking University attracted the highest-scoring students from each year’s national examinations. But the SEM’s curriculum and teaching methods were dated, and new faculty members were needed. To be a world-class school required world-class professors, but many instructors, holdovers from a bygone era, knew little about markets or modern business practices. The school’s teaching was largely confined to economic theory, which wasn’t very practical. China needed corporate leaders, not Marxist theoreticians, and Tsinghua’s curriculum placed too little emphasis on such critical areas as finance, marketing, strategy, and organization. The way I see it, a business education should be as much vocational as academic. Teaching business is like teaching medicine: theory is important, but hands-on practice is essential. Medical students learn from cadavers and hospital rounds; business students learn from case studies—a method pioneered more than a century ago by Harvard Business School that engages students in analyzing complex real-life dilemmas faced by actual companies and executives. Tsinghua’s method of instruction, like too much of China’s educational system, relied on rote learning—lectures, memorization, and written tests—and did not foster innovative, interactive approaches to problem solving. Students needed to know how to work as part of a team—a critical lesson in China, where getting people to work collaboratively can be difficult. At Harvard Business School we weren’t told the “right” or “wrong” answers but were encouraged to think for ourselves and defend our ideas before our peers and our at-times-intimidating professors. This helped hone my analytical skills and confidence, and I believed a similar approach would help Chinese students.
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Anonymous
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Figure 2.2 Enterprise 2.0 business drivers
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Jacob Morgan (The Collaborative Organization: A Strategic Guide to Solving Your Internal Business Challenges Using Emerging Social and Collaborative Tools)
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Second, many women are open to voting for Republicans but have to be persuaded. Neither group much likes the tone and tenor of politics. They are put off by the vitriol, the arguing, the seemingly endless posturing, and the paucity of results. Women tend to be both doers and collaborators—their complicated, busy lives require both skill sets. They get frustrated when they don’t see much of either in the political process. This is a tragedy, because women—every bit as much as men, maybe more so—have the potential to contribute to our party. They are neither the helpless victims nor the unthinking drones nor the single-issue hysterics our politics treated them as. I know from being a CEO that any company needs as much talent around the table as it can possibly muster. Failing to take advantage of the talents of women—half the population—is corporate malpractice as far as I’m concerned.
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Carly Fiorina (Rising to the Challenge: My Leadership Journey)
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Create Quality Circles – A quality circle is an alternative or a parallel structure to the traditional method of organizing the division of labor. Japanese companies heavily emphasize the constant increase of labor responsibilities. This leads not only to the personal development of workers themselves, but also to greater efficiency and collaboration, as workers trade off responsibilities and learn from one another. The quality circle consists of a volunteer group of workers who are trained – in addition to their normal duties – to analyze and find solutions to work-related problems and then present them to management for approval.
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Can Akdeniz (MBA 2.0: Things You Won't Learn in Business School (Best Business Books Book 1))
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Since the current generation of college student has no memory of the historical moment before the advent of the Internet, we are suggesting that participatory learning as a practice is no longer exotic or new but a commonplace way of socializing and learning. For many, it seems entirely unremarkable.' Global business more and more relies on collaborative practices where content is accretive, distributed, and participatory. In other areas too-from the arts to the natural and computational sciences and engineering-more and more research is being enacted
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Cathy N. Davidson (The Future of Learning Institutions in a Digital Age)
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Eliciting the user stories is a dynamic collaborative endeavor which supports the concept of value. Essentially, just gathering requirements will populate the backlog with unnecessary user stories that do not contribute value.
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Michael Nir (Agile project management : Agile Product Owner Secrets Valuable Proven Results for Agile Management Revealed (Agile Business Leadership Book 2))
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business that chooses not to engage and collaborate with employees through social will find the majority of its employees “actively disengaged.
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Ted Coiné (A World Gone Social: How Companies Must Adapt to Survive)
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The business or organization that takes itself too seriously and doesn’t know how to question its own beliefs is at a strong competitive disadvantage.
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Kelly Leonard (Yes, And: How Improvisation Reverses "No, But" Thinking and Improves Creativity and Collaboration--Lessons from The Second City)
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Cucumber gives the business, developers, and testers a way to collaborate and specify, in plain English, how the system should work.
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Seb Rose (The Cucumber for Java Book: Behaviour-Driven Development for Testers and Developers)
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The diversity of networks in business and the economy is mindboggling. There are policy networks, ownership networks, collaboration networks, organizational networks, network marketing-you name it. It would be impossible to integrate these diverse interactions into a single all-encompassing web. Yet no matter what organizational level we look at, the same robust and universal laws that govern nature's webs seem to greet us. The challenge is for economic and network research alike to put these laws into practice.
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Albert-László Barabási (Linked: How Everything Is Connected to Everything Else and What It Means for Business, Science, and Everyday Life)
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In business and in life, before you can get people to change their behavior, they have to change their attitudes, and before they can change their attitudes, they have to understand there’s a situation that needs to be viewed differently.
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Kelly Leonard (Yes, And: How Improvisation Reverses "No, But" Thinking and Improves Creativity and Collaboration--Lessons from The Second City)
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Pharmaceutical companies became very interested in using siRNAs as potential new drugs. Theoretically, siRNA molecules could be used to knock down expression of any protein that was believed to be harmful in a disease. In the same year that Fire and Mello were awarded their Nobel Prize, the giant pharmaceutical company Merck paid over one billion US dollars for a siRNA company in California called Sirna Therapeutics. Other large pharmaceutical companies have also invested heavily. But in 2010 a bit of a chill breeze began to drift through the pharmaceutical industry. Roche, the giant Swiss company, announced that it was stopping its siRNA programmes, despite having spent more than $500 million on them over three years. Its neighbouring Swiss corporation, Novartis, pulled out of a collaboration with a siRNA company called Alnylam in Massachusetts. There are still plenty of other companies who have stayed in this particular game, but it would probably be fair to say there’s a bit more nervousness around this technology than in the past. One of the major problems with using this kind of approach therapeutically may sound rather mundane. Nucleic acids, such as DNA and RNA, are just difficult to turn into good drugs. Most good existing drugs – ibuprofen, Viagra, anti-histamines – have certain characteristics in common. You can swallow them, they get across your gut wall, they get distributed around your body, they don’t get destroyed too quickly by your liver, they get taken up by cells, and they work their effects on the molecules in or on the cells. Those all sound like really simple things, but they’re often the most difficult things to get right when developing a new drug. Companies will spend tens of millions of dollars – at least – getting this bit right, and it is still a surprisingly hit-and-miss process. It’s so much worse when trying to create drugs around nucleic acids. This is partly because of their size. An average siRNA molecule is over 50 times larger than a drug like ibuprofen. When creating drugs (especially ones to be taken orally rather than injected) the general rule is, the smaller the better. The larger a drug is, the greater the problems with getting high enough doses into patients, and keeping them in the body for long enough. This may be why a company like Roche has decided it can spend its money more effectively elsewhere. This doesn’t mean that siRNA won’t ever work in the treatment of illnesses, it’s just quite high risk as a business venture.
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Nessa Carey (The Epigenetics Revolution: How Modern Biology is Rewriting our Understanding of Genetics, Disease and Inheritance)
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The business or organization that takes itself too seriously and doesn’t know how to question its own beliefs is at a strong competitive disadvantage. Rather than pretend that problems and failures don’t exist, strong leaders and organizations acknowledge what’s not working. They encourage team members to demonstrate their respect for the organization by questioning the status quo, challenging assumptions and traditions that may not be working, and calling out the truth, even when the truth is hard to hear. By allowing team members to air grievances or highlight problems, managers are better able to learn and grow. Unlike organizations married to hierarchy and the status quo, they are also better able to protect themselves from competitors who have embraced irreverence and therefore increased their innovation.
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Kelly Leonard (Yes, And: How Improvisation Reverses "No, But" Thinking and Improves Creativity and Collaboration--Lessons from The Second City)
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Would you buy a used car from your occupier? For the first six months of the intifada, Ehud Gol was the official Israeli Foreign Ministry spokesman. Every day he had to go before the world’s press and defend Israel’s treatment of the Palestinians. But in the spring of 1988, Gol was made the Israeli Consul General in Rio de Janeiro and he had to sell his car before he left the country. Practically the first place he went was to a Palestinian car dealer in the West Bank town of Ramallah. “Intifada or no intifada, this was business,” Gol explained to me. “The car dealer even came down to the Foreign Ministry and we went over all the papers in my office. There I was, the Foreign Ministry spokesman, and this guy, whose son was probably out throwing stones, was ready to buy from me—and it was a used car!” A Palestinian teacher I knew was driving from Ramallah to Jerusalem one afternoon when he saw a colleague of his from Bir Zeit University and offered to give him a lift. “This fellow came from a small village near Ramallah,” said my teacher friend. “The whole way into Jersualem he was talking to me about the intifada and how it had changed his village, how everyone was involved, and how the local committees of the uprising were running the village and they were getting rid of all the collaborators. He was really enthusiastic, and I was really impressed. As we got close to Jerusalem, I asked him where he wanted to be dropped off and he said, ‘The Hebrew University.’ I was really surprised, so I said, ‘What are you going there for?’ and he said, ‘I teach an Arabic class there.’ It simply didn’t occur to him that there was any contradiction between enthusiasm for the intifada and where he was going.
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Thomas L. Friedman (From Beirut to Jerusalem)
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Great business leaders of our time stand above the crowd not because of what they do, but what they don’t do.
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Shawn Casemore (Operational Empowerment: Collaborate, Innovate, and Engage to Beat the Competition)
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The most vibrant platforms embrace third-party collaboration. The companies behind these platforms seek to foster symbiotic and mutually beneficial relationships with users, customers, partners, vendors, developers, and the community at large.
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Phil Simon (The Age of the Platform: How Amazon, Apple, Facebook, and Google Have Redefined Business)
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Friction-Free Economies Why is it necessary to turn to a cultural characteristic like spontaneous sociability to explain the existence of large-scale corporations in an economy, or prosperity more generally? Wasn’t the modern system of contract and commercial law invented precisely to get around the need for business associates to trust one another as family members do? Advanced industrialized societies have created comprehensive legal frameworks for economic organization and a wide variety of juridical forms, from individual proprietorships to large, publicly traded multinational enterprises. Most economists would add rational individual self-interest to this stew to explain how modern organizations arise. Don’t businesses based on strong family ties and unstated moral obligations degenerate into nepotism, cronyism, and generally bad business decision making? Indeed, isn’t the very essence of modern economic life the replacement of informal moral obligations with formal, transparent legal ones?1 The answer to these questions is that although property rights and other modern economic institutions were necessary for the creation of modern businesses, we are often unaware that the latter rest on a bedrock of social and cultural habits that are too often taken for granted. Modern institutions are a necessary but not a sufficient condition for modern prosperity and the social well-being that it undergirds; they have to be combined with certain traditional social and ethical habits if they are to work properly. Contracts allow strangers with no basis for trust to work with one another, but the process works far more efficiently when the trust exists. Legal forms like joint-stock companies may allow unrelated people to collaborate, but how easily they do so depends on their cooperativeness when dealing with nonkin.
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Francis Fukuyama (Trust: The Social Virtues and the Creation of Prosperity)
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As with Japanese keiretsu, the member firms in a Korean chaebol own shares in each other and tend to collaborate with each other on what is often a nonprice basis. The Korean chaebol differs from the Japanese prewar zaibatsu or postwar keiretsu, however, in a number of significant ways. First and perhaps most important, Korean network organizations were not centered around a private bank or other financial institution in the way the Japanese keiretsu are.8 This is because Korean commercial banks were all state owned until their privatization in the early 1970s, while Korean industrial firms were prohibited by law from acquiring more than an eight percent equity stake in any bank. The large Japanese city banks that were at the core of the postwar keiretsu worked closely with the Finance Ministry, of course, through the process of overloaning (i.e., providing subsidized credit), but the Korean chaebol were controlled by the government in a much more direct way through the latter’s ownership of the banking system. Thus, the networks that emerged more or less spontaneously in Japan were created much more deliberately as the result of government policy in Korea. A second difference is that the Korean chaebol resemble the Japanese intermarket keiretsu more than the vertical ones (see p. 197). That is, each of the large chaebol groups has holdings in very different sectors, from heavy manufacturing and electronics to textiles, insurance, and retail. As Korean manufacturers grew and branched out into related businesses, they started to pull suppliers and subcontractors into their networks. But these relationships resembled simple vertical integration more than the relational contracting that links Japanese suppliers with assemblers. The elaborate multitiered supplier networks of a Japanese parent firm like Toyota do not have ready counterparts in Korea.9
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Francis Fukuyama (Trust: The Social Virtues and the Creation of Prosperity)
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One of the keys to achieving a goal is to share it with someone, so I recommend an accountability partner. Choose your spouse, sponsor, or someone in your company who’s committed to remaining positive, who’s collaborative, and who’s working toward something similar as you! Set a weekly talk time to inspire one another, share best practices, and celebrate successes! Social integration is powerful. Processing with positive people allows you to discuss and apply what you’re learning! Get an accountability partner right away and start goal setting today! Track your activity daily.
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Sarah Robbins (Rock Your Network Marketing Business: How to Become a Network Marketing Rock Star)
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First, collaboration is built on relationships, and product teams—especially co‐located teams—are designed to nurture these relationships. Second, to innovate you need expertise, and the durable nature of product teams lets people go deep enough to gain that expertise. Third, instead of just building what others determine might be valuable, in the product team model the full team understands—needs to understand—the business objectives and context. And most important, the full team feels ownership and responsibility for the outcome.
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Marty Cagan (Inspired: How to Create Tech Products Customers Love (Silicon Valley Product Group))
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At the heart of what we do at Bespoke Software Development is to build a bespoke piece of software that works for you. We will work with all stakeholders in a transparent and collaborative manner, to understand the requirements of the business, internal processes and plan a solution that truly transforms your business.
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Bespoke Software Development