While saving hundreds of millions of dollars definitely makes a great supply chain success story, it's the insights gained from HP's journey that are truly worth sharing.
The transformation journey from a vertically integrated enterprise to a virtual business network is about structural change. This means we have much learning, and even "un-learning" ahead in terms of how we think about control, exception management, risk sharing, and architectures for information management.
HP's journey has been about systematically getting to the "science" of collaboration. The lessons are worth sharing with others who are in various stages of evolution in their own collaboration journey. It can help companies understand that:
It is a fundamental shift in terms of control - where long-term success comes from learning to share control - and risk - across partnerships.
It is about the governance of partnerships - and a formalization of how partners work together through a set of rules depending on the desired outcome of that relationship.
It is a mindset change - which means it is truly a journey. The "fruits" of HP's efforts, both in terms of hundreds of millions of dollars in value as well as knowledge gained in the science of collaboration, are the result of "seeds" planted and nurtured over a decade.
To learn more, I encourage you to read the interview of HP's Curtis Suyematsu, by ChainLink's Sree Hameed, VP Marketing Strategies.
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