Making collaboration work
11 December 2007 | Steve Bagshaw
One problem when buyers collaborate, as in any relationship, is how the workload is divided.
As more buyers start to work together, either on deals or to improve more ethereal concepts such as CSR or talent management, how is it decided who will do what? In the public sector there is often a lead team who handle everything on behalf of other departments.
What is the best way to balance the workload in a collaborative relationship?
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