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BMW and Toyota have collaborated in the area of sharing costs and knowledge for electric car battery research, despite the fact that both compete in the luxury car segment. In fact, they have a history of collaborating with each other.

Bill and Melinda Gates Foundation funded a collaborative research consortium comprised of investigators around the world in order to speed up HIV vaccine development.

Be clear about what you are collaborating on. Set boundaries for collaboration at the beginning.Have a limited and well-defined purpose for the collaboration.Be clear about use and ownership of existing and jointly-created intellectual property.Depending on the situation, you may need to involve legal counsel. Collaborating with other firms, even competitors, may be what is needed to help both parties advance and improve. Be open to the possibilities, yet clear about the boundaries.

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Mark Zuckerberg, the creator of Facebook, recently declared that the future of knowledge sharing on the Internet is social recommendation — people will trust information more if someone they know and like is associated with it. If this is so, the Wikipedia model of neutral facts concentrated in a single site may some day be superseded by knowledge-sharing environments with women as the primary contributors.

The problem, of course, is that those students represent the precise group MOOCs are meant to serve. “MOOCs were supposed to be the device that would bring higher education to the masses,” Jonathan Rees noted. “However, the masses at San Jose State don’t appear to be ready for the commodified, impersonal higher education that MOOCs offer.” Thrun’s cavalier disregard for the SJSU students reveals his true vision of the target audience for MOOCs: students from the posh suburbs, with 10 tablets apiece and no challenges whatsoever—that is, the exact people who already have access to expensive higher education. It is more than galling that Thrun blames students for the failure of a medium that was invented to serve them, instead of blaming the medium that, in the storied history of the “correspondence” course (“TV/VCR repair”!), has never worked. For him, MOOCs don’t fail to educate the less privileged because the massive online model is itself a poor tool. No, apparently students fail MOOCs because those students have the gall to be poor, so let’s give up on them and move on to the corporate world, where we don’t have to be accountable to the hoi polloi anymore, or even have to look at them, because gross.

SG_Debug && SG_Debug.pagedebug && window.console && console.log && console.log('[' + (new Date()-SG_Debug.initialTime)/1000 + ']' + ' Bottom of header.jsp'); SlateEducationGetting schooled.Nov. 19 2013 11:43 AM The King of MOOCs Abdicates the Throne 7.3k 1.2k 101 Sebastian Thrun and Udacity’s “pivot” toward corporate training. By Rebecca Schuman &nbsp; Sebastian Thrun speaks during the Digital Life Design conference on Jan. 23, 2012, in Munich. Photo by Johannes Simon/Getty Images requirejs(["jquery"], function($) { if ($(window).width() < 640) { $(".slate_image figure").width("100%"); } }); Sebastian Thrun, godfather of the massive open online course, has quietly spread a plastic tarp on the floor, nudged his most famous educational invention into the center, and is about to pull the trigger. Thrun—former Stanford superprofessor, Silicon Valley demigod, and now CEO of online-course purveyor Udacity—just admitted to Fast Company’s openly smitten Max Chafkin that his company’s courses are often a “lousy product.” Rebecca Schuman Rebecca Schuman is an education columnist for Slate. Follow This is quite a “pivot” from the Sebastian Thrun, who less than two years ago crowed to Wired that the unstemmable tide of free online education would leave a mere 10 purveyors of higher learning in its wake, one of which would be Udacity. However, on the heels of the embarrassing failure of a loudly hyped partnership with San Jose State University, the “lousiness” of the product seems to have become apparent. The failures of massive online education come as no shock to those of us who actually educate students by being in the same room wit

nd why the answer is not the MOOC, but the tiny, for-credit, in-person seminar that has neither a sexy acronym nor a potential for huge corporate partnerships.

But whether or not they succeed will depend on the alignment of a very special trinity: leadership, culture and strategy. Collaborative organisations have leadership models that are open, conversational in style and flat. That’s certainly the style at Tangerine where everyone is a “leader” and everyone can expect to talk to anyone and be listened too.

These organisations also have cultures that are open, high on trust and low on fear of failure. The message isn’t: “What went wrong?” but “What did you learn?”. They have strategies that clearly articulate the benefits of new styles of working. And they create the structures that support, recognise and reward it.

Overall, there are eight ways to spot a collaborative organisation: &nbsp; Leadership teams model collaborative behaviours Resources are devoted to developing and sustaining this way of working High levels of task interdependence The default setting is sharing information There are high levels of trust Conflict seen as part of the creative process – everyone understands and can deal with it The environment of the company and its technology support collaborative working People don’t have to talk about it – it’s just the way things get done

1. Significant Problem

2. Specific choice

3. Same problem

First, when people talk about capacity building, it ironically seems to be about larger organizations that have some of what one of my colleagues calls “Prerequisite Capacity,” t

Second, I’m glad the role of diversity, equity, and inclusion in capacity building is starting to be recognized and talked about. However, there is still a long way to go.

Third, I am astounded by our sector’s ability to overthink and overcomplicate things while ignoring the obvious.

2) Add value by enabling things to happen, not by doing the work

2) Add value by enabling things to happen, not by doing the work

1) Focus on relationships, not facts

And as Robert Stephens, founder of the Geek Squad says “Marketing is the price you pay for being&nbsp;unremarkable”. What is necessary is to define what will be the key focus of the company and what it should be renowned for e.g. how should the intended customer experience look and feel like. Unless you do that there won’t be enough of a common ground to smash the silo thinking and deliver a consistent and deliberate customer experience. Take for example the way Paul O’Neill made the turnaround in Alcoa (the biggest aluminium producer in the US, manufacturing everything from the metal for the Coca Cola cans to bolts that hold satellites) as presented in Charles Duhigg’s book “The Power of Habit”.

There is a growing demand for the ability to connect to others. It is with each other that we can make sense, and this is social. Organizations, in order to function, need to encourage social exchanges and social learning due to faster rates of business and technological changes. Social experience is adaptive by nature and a social learning mindset enables better feedback on environmental changes back to the organization.

the role of online community manager, a fast-growing field today, barely existed five years ago.

The web enables connections, or constant flow, as well as instant access to information, or infinite stock. Stock on the Internet is everywhere and the challenge is to make sense of it through flows of conversation