by

The sustainability challenges our world faces today are too big for any individual company to tackle. Pooling resources, intelligence, leadership, and common sustainability goals with other companies, even with competitors, can elevate the level of results and make a significant difference.

Manager's Guide

The manager's guide provides research-based advice for creating successful competitor collaborations for sustainability. Download the full manager's guide to learn how to effectively take on industry-wide collaboration. This report includes:

  • Expected challenges arising from competitor collaboration
  • Factors improving effectiveness of competitor collaboration
  • Comparative analysis of different types of competitor collaboration

Competitor Collaboration

View Manager's Guide

Assessment Tool

This assessment tool includes a guide, assessment,and action plan to help organizations catalyze effective collaboration with competitors. The tool provides tips and best practices to adapt your collaboration to better meet goals.

Download Assessment Tool

Forum & Workshop

In this forum, Professor Lori DiVito shares insights from her study of eight competitor collaborations in Europe and Canada. She provides guidance for firms considering new forms of collaboration, or those seeking to do it better, with less risk and improved outcomes.

Watch Session

 

Competitor collaboration was identified by NBS's Leadership Council as one of the top sustainability challenges facing Canadian business in 2015. Read the report outlining this challenge or check out the project description for this research.

  • David Maurice

    I was somewhat surprised when seeing the percentage of the limited value in collaboration. I recall working in a system of care that included multiple systems. When left alone; the various providers in their respective disciplines did not provide the greater wrap around services for the youth, adult and or family. I found myself exerting an enormous amount of energy by initiating all the connectedness within a “wrap around model.” I felt a great deal of mastery in collaboration and a good case outcome. My blind side is reflective of the collaboration as it conventionally exists. In measuring the results; any collection of individuals are called to interact with other providers in the system of care. Realistically, time restrictions cause a barrier to the “extra time and energy,” that is understood as a “luxury” with collaboration looked at as a “well, after I meet with my clients in my system,” …then “I will provide and communicate with other providers in the Global treatment plan.” the added global approach. (wrap around). Systemically; the need for collaboration is considered (not admitted) the secondary goal.