The answer is obviously not. And not only because this is not the same kind of contracts. It’s because businesses still act according to the model that makes them consider their employees on one side and the others on the other side. And in the middle…they build walls. They proctect from the outside although value is not created on one or the other side of the wall alone but by people, from both companies, sitting on the top of the wall. Externals can’t access the tools that are used to collaborate inside et interactions between insiders and suppliers are much harder than between colleagues (even if, even in this case, it’s often far from being easy).
A few months ago I was wondering if the future of businesses was to manage an ecosystem of partners and outsource many competences.A phenomenon that won’t be driven by circumstances but by an organizational vision (which limits can easily be found)
I’m reading here that self employement will dramatically increase in the US in the ten next years. If this prediction is true, businesses will have to learn how to work efficiently with a growing number of external people, getting rid of irrelevant barriers.
Changes have to be undertaken, both in business and management practices (consider the others as a part of ours) and tools (platforms that allow both formal and informal interactions, open to external people). How many companies do open their internal collaboration spaces to their providers ? And, even when they do, what kind of interactions do they make possible ?
Working with providers as if they were one’s own employees is not only a self-fulfilling concept. It has noticeable implications which may soon become vital.
Ã©cosystÃ¨me, collaboration, entreprise, externalisation, knowledgeworkers, outils-collaboratif, prestataires, rÃ©seaux, travailleurs indÃ©pendantss, travailleurs-du-savoir,interactions