Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 25 November 2008
Revision date: 15-May-2019
Length: 21 pages
Data source: Field research
Notes: To maximise their effectiveness, colour items should be printed in colour.
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Abstract
IBM's 'Radical Collaboration' model has been an innovative approach to meeting the challenges of the huge R&D and capital investments that are needed to stay competitive in the global semiconductor industry. This model has required a rethinking of what is proprietary, and what is shared, and where do the boundaries of co-operation end and competition begin. IBM and its partners have managed to stay competitive at, for example, the 45 nm mode, at a far lower cost than firms that 'go it alone', and there is a large benefit from a larger funnel of ideas and diverse points of view. It also reshapes what firms can use to build competitive advantage, or it necessitates a rethinking at least.
Other setting(s):
1990-2008
About
Abstract
IBM's 'Radical Collaboration' model has been an innovative approach to meeting the challenges of the huge R&D and capital investments that are needed to stay competitive in the global semiconductor industry. This model has required a rethinking of what is proprietary, and what is shared, and where do the boundaries of co-operation end and competition begin. IBM and its partners have managed to stay competitive at, for example, the 45 nm mode, at a far lower cost than firms that 'go it alone', and there is a large benefit from a larger funnel of ideas and diverse points of view. It also reshapes what firms can use to build competitive advantage, or it necessitates a rethinking at least.
Settings
Other setting(s):
1990-2008