The collaboration between a supplier and the organization would really come in only when the relationship itself has matured to one extent that not just the top guys of the two organizations are, not comfortable with each other, but also the people down below, the people who actually work, also are comfortable with THEIR counterparts, right. So the person and the… you know, who is an operations manager in this organization has a channel of communication with the operations manager in the other organization. They are able to exchange and collaborate. So, right from the CEO, or the manager, whichever is the highest level at which the two organizations are working together, down from there to here, is there an alignment? Is there a linkage happening? So if that is there, then, only then, can these two organizations think about actually collaborating, and think about deciding on what to build together other than the contractual obligations, at which point, we are looking at scenarios where the relationship has matured to such an extent that the company is asking the supplier: “can you help me in innovating?” …Which obviously means that collaboration is required there. So, do I need collaboration to stay competitive? Yes, of course, I do need, because that’s how I would be able to innovate. But how do I do that? Not by implementing collaboration software, I’m sorry, we need to have the proper alignment of the organizations there first. So, tough job.
Prem Kumar – We need to have the proper alignment of the organizations first
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