Guidelines for collaboration
Each company selected a manager responsible for managing the partnership. Then the Logistics Emergency Teams organised training sessions that covered the rules of engagement. During training, representatives from the different companies formed mixed teams and took part in simulation exercises.
Collaborating with competitors
LET members were aware that outside their partnership under the UN the four firms involved still remained competitors. Tensions arose between the necessity of knowledge sharing and the competitive desire to protect core competencies. Therefore, delegates usually avoided talking business. But they were quite happy to share opinions on matters concerning safety.
Not communicating anything sensitive
When responding to emergency requests for trucking and warehousing services, delegates did not have to share the specifics of their vendor relationships with other teammates. Although there were some glimpses into how competitors did business, these were only occasional.
Managing team relationships
Adjusting to working alongside former (and future) competitors was another potential source of tension. Here it helped to focus on shared experiences, things the teammates had in common. They slept in the same tents, cooked and ate together. Training sessions and briefings helped establish secure boundaries between the pro bono and commercial contexts.
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