Historically, since each organization institutionally saw the other as a competitor, it was important that the leaders develop the kind of working relationship that would enable them to work closely on this project. To accomplish this, they met and formed a strategic framework for the partnership. During the period they worked with me, I saw them take concrete steps toward building a trusting relationship.
For example, they agreed they would provide tours of each other’s campuses, streamline access for each other’s scientists to enter the other’s facilities, and share their strategic plans. These kinds of steps opened communication pathways between the two organizations and started the process of building trust.
While trust is critical in partnerships between external organizations, being able to build trust within organizations is paramount to success. “Open book” management—an innovative style being used at many successful organizations—relies on the free flow of information up and down the corporate hierarchy to encourage creative solutions to problems and generate new ideas for reducing costs and expanding the business. The idea that employees have an equity interest in the company means they have a right to know about every aspect of the business—from financial information to strategic marketing initiatives.