Throughout the previous chapters we’ve been discussing how to initiate interactions at different levels across the organization to improve communication and broaden perspective. It’s simply not enough however, to expect that initiating such interactions with others, in and of itself, will improve the performance of business operations. There must in turn be a mechanism by which this level of interaction can be harnessed and converted to viable outcomes. This is where the application of intentionally strategic collaboration, with internal and external sources of the organization, nurtured and harvested in the correct manner, can actually have a significant and positive impact on operational effectiveness.
In Part 3