INDEX

Numerics

10 Cultural Elements of Collaboration 9-15, 70, 115, 152, 251

information democracy and 122

360-degree evaluations 16

3D modeling, Toyota’s use of 151

3D/I

4D use by 242

collaboration and 208–209

collaborative culture 241–242

culture and 208–209

information democracy and 242

Thomsen, Chuck 209

3G wireless. See wireless,
third generation

3G. See third-generation wireless

3M

Scotchgard and 13

Sherman, Patsy and 13

Smith, Sam and 13

4G wireless. See wireless,
fourth generation

4G. See fourth-generation wireless

A

ABC 6

accounting, compliance and 183

acquisitions

instant messaging during 106

team sites for 106

tools for integrating 97

ad hoc collaboration. See collaboration, spontaneous

advertising industry

artificial deadlines and 123

global collaborative enterprise and 245

aerospace industry

collaborating with competitors within 214

Exostar consortium and 214

Exostar partner network 192

World War II and 223

agenda, necessity of 152

AIDS research, collaboration and 249

airplanes

collaboration from 100–101

videoconferencing from 100

Allen, Thomas 74

animation tools, defined 159

ANX. See Automotive Network eXchange

AOL, merger with Time Warner 40

Apollo 13 238

Apple Computer 70

application sharing

defined 158

Dow Chemical Company’s use of 176

Industrial Light & Magic’s use of 130

Mayo Clinic’s use of 127

videoconferencing and 180

architecture and construction industry, global collaborative enterprise and 241–242

architecture, collaboration and 208–209

archiving

benefits of 185

collaboration and 185

drawbacks of 185

human resources and 185

performance evaluations and 185

policies regarding 190

privacy laws and 188

real-time collaboration and 190–192

videoconferencing and 127

Aston Martin 125, 202

asynchronous collaboration 85, 171, 183, 247

AT&T 210

Picturephone 178

telephone and 27

video telephony and 100

audio conferencing

defined 158

Dow Chemical Company’s use of 176

authentication, middleware and 193

authorization, middleware and 193

automobile industry

Automotive Network eXchange and 194

culture and 67

economics of ix

environment and 67

hierarchy and 67

Automotive Network eXchange 194

Automotive Parts Solution Fair 95

availability

boundaries and 90

expectation of 89, 100, 189

B

BAE Systems 232

bar, environment of 57

barriers

actors and audience and 119

breaking down 110–132

common themes in eliminating 129

exigent circumstances breaking down 125

Mayo Clinic breaking down 127

reduction of 96

removing 72

Six Sigma as smashing 119

tools to break down 116–117

videoconferencing as reducing 117

Batman xi

Bechtel Corporation 241

Becker, Franklin 11, 74

behavior, environment and 57–58

Bell, Gordon 191

Bill and Melinda Gates Foundation 249

blogs

acceptance of 133

collaborative culture and 166–167

defined 159

Monster and 93

team sites and 166

W.R. Grace & Co. and 166

BMW

collaboration and 49–50

culture and 49

mirror organization and 49

Munich design center of ix

nature of work and ix

Roundtable Telecooperation 49

sequential vs. parallel product development used by ix

X5 Sports Activity Vehicle ix–x, 49–50

boardroom

environment of 57

limitations of 104

body language 59

controversial situations and 173

videoconferencing and 180

body language. See communication, non-verbal

Boeing

787 vs. 777 development-to-delivery time 230, 248, 250

airplane videoconferencing and 100

Boeing 737 100

Boeing 777 50, 224–225

Boeing 787 Dreamliner 223–225, 230, 234

Boeing (continued)

bridging cultures and 52

broadband to the seat and 100

business partners and 223

chief information officer 52, 127, 225, 228–230

collaborative decision-making within 254

common processes and systems and 127–128

computer-aided design use by 227, 229, 234

computer-aided manufacturing use by 227, 229, 234

concurrent design approach 222–235

concurrent design shift and 248

cross-cultural collaboration and 50–53

cross-functional collaboration within 234

Dassault Systemes and 225

dedicated collaborative space used by 246

design partners 52

Everett, Washington engineering center 225, 230

evolution of airplane design within 223

Exostar and 229

Fuji and 225

Global Collaboration Center 226, 246

global collaborative enterprise and 222–235, 250

global talent used by 250

global work sharing and 227

Griffin, Scott 52, 127, 225, 228–230

high-level collaboration within 225, 229

history of design within 223

information technology and 127–128

Kawasaki and 225

Kravchenko, Sergey 52, 230–231

La Porta, John 226–227

low-level collaboration and 228

mid-level collaboration and 229, 232–235

migrating to high-level collaboration 233–235

mirror zones used by 227, 248, 250

Mitsubishi and 225

mobile work sharing and 53

Moscow Design Center 52, 230–231, 250

Pasquier, Paul 232–233

personal videoconferencing use within 229

product cycle time and 224, 248

professional intimacy within 225, 228

profile of 230–231

real-time collaboration by 248

reduction of 234

reinventing of 222

Russia and 50–53

supply chain and 222

talent leveraging by 231

team sites used by 228–229

three levels of collaboration within 228–235

trust and 228, 251

trusting business partners and 234

videoconferencing use by 226, 228, 231, 234

visualization evolution within 233

visualization used by 227

web conferencing used by 226, 229

webcasting used by 229

Wilson, Bill 226–227

BOSTI Associates, Brill, Michael 59

Boston 93

boundaries

availability and 90

presence and 90

brainstorming 10

cross-functional 212

environment and 67

environments that encourage 68

Industrial Light & Magic and 239

informality and 55, 70

Mayo Clinic and 73

Monster and 93

spontaneous collaboration and 173

Branson, Richard 70

broadband

availability of 97

immediacy and 7

trends about 5

buddy lists 20

videoconferencing and 22

bureaucracy, decline of 249

Bush, President George W. 190

Bush, Vannevar 191

business models

Culture of Collaboration impact on 247

linear, serial vs. concurrent, real-time xii

redefining xii

reinventing 247–248

business partners

collaboration with 96, 192–195

competitive cultures and 31

trust 31

business units, role of 142

C

CAD. See computer-aided design

cafe, environment of 57, 71

cafeteria

environment of 71

videoconferencing in 81

CAM. See computer-aided manufacturing

camera phones, culture and 178

cameras

desktop use of 93

laptop computers and 33

notebook computers and 116

candor, need for 212

Canion, Rod 54

Case Western Reserve University

collaboration and 152

Myelin Repair Foundation and 152

CBS 6

celebrity, preoccupation with xi

cell phones. See mobile phones

champions

Dow Chemical Company and 142

enlisting of 141–143

senior-level 139

senior-level vs. grass roots 138

change management

collaboration and 139

Ford Motor Company and 139

chaos. See collaborative chaos

Chaplin, Charlie 6

chat rooms, popularity of 18

chief information officer, role of 148

China

regional culture and 48

talent and 5

Churchill, Winston 61

Circle in the Square 119

Citizens and Southern National Bank 62

cocktail napkin

collaboration and 54

temporary nature of 57

cocktail offices 59

collaboration

10 Cultural Elements of. See Ten Cultural Elements of

3D and 252

3D/I and 208–209

acquisitions and 79

adoption of 145

aerospac

e industry and 232–235

AIDS research and 249

airplanes and 100–101

animation and 75

approaches to 147

architecture and 208–209

archiving and 185, 190–192

asynchronous 85, 171, 183, 247

best practices and 133–154

blogs and 167

Boeing and 230–231

brainstorming and 36

broad acceptance of 138

business case for 139–143

business partners and 96, 192,
195, 221

change management and 139

chaos and 12–13, 36

cheating and 84

classrooms and 83

collaborative chaos 12–13

collective wisdom and 205

comfort with 197

collaboration (continued)

comfort zones and 8

common systems and 126

communication and ix, 14, 164–168

community and 14

competition with a 210–215, 218

competitors and 214, 229, 232–235

complex 171, 226

compliance and 7, 182, 197, 250

connotation of 15–16, 22

consciousness for 15–16

constructive confrontation and 13–14

control and 129

controversy and 172

convergence and 124, 129, 250

core value of 241

credit for 107

cross-cultural 50–53, 202

cross-functional 62, 68, 72, 99, 107, 115–117, 125, 130–132, 148, 150, 176, 213, 234–235, 242, 248

cross-functional. See also collaboration, individualism vs.

culture and xii, 9–15, 53

dedicated spaces for 246

defined 8–9, 22

demand for 139, 145, 154

difficulty achieving xii

digital asset management and 169

disabilities and 196

distance becomes natural in 252

DreamWorks Animation and 79–81

dress and 3

dynamic dimension of cross-cultural 243

education and 83, 119

emotional vs. intellectual interest in 218

enlisting champions for 141–143

environment and 11–12, 54, 69–88, 131, 246

epidemic of 136–137, 142–143

establishing rapport for 225

etiquette and 239

evangelizing and 209

external 195

facilitation of 218

failed attempts at 218

flexibility and 89

Ford Motor Company and 138–139

forum for 152

foundation of 72

founded on the principle of 24

framework for x

freedom and 89

functions and 143–146

gap regarding 7

global 48

goals and 10, 153

guidelines and 152

hard vs. soft benefits of 139–141

hard-dollar benefits of 135, 139–140

headquarters-driven schedule for 108

hierarchy and 129

high-level 225–227, 229, 233–238

hubris as interfering with 210–214

human factors concerning 145

implementation strategies 135, 137

in person 156

incentives and 208–210, 217

inclusiveness and 99

individualism vs. xi, 107

Industrial Light & Magic and 238–240

informal 152, 176

informality as encouraging 54–58, 212

information systems integration and 7

infrastructure for 143

innovation and 11

inspiration and 94–95

internal marketing of 142–143

job rotation and 176

lack of 112

laws and 182–197

leadership and 198–220

leadership of 143

lifestyles and work styles and 89, 109

location independence and 5

low-level 228

manufacturing and 95

collaboration (continued)

marketing and 7

marketing of 16

Mayo Clinic and 72, 118, 248

meaning of 15–16

middleware and 192–195

mid-level 229, 232–235

migrating from mid to high-level 233–235

missing elements of xii

mobility and 98, 109

modes of 156–164

Monster and 115

movement and 64

multi-player video games as model for 240

Myelin Repair Foundation and 215–218

Nazis and 15

new notions of 252–253

online gaming and 103

organization and 72, 149–154, 253

package design and 96

pharmaceutical industry and 186–188

positioning of 141

principles and 117–119, 200–204

processes of 117–119, 147, 217

Procter & Gamble and 96, 243, 248

product cycle time reduced by 139, 215, 224

professional intimacy and 156

purchasing and 232

rapport for 225

real-time xii, 1–2, 19, 22, 35, 66, 96, 152–153, 172, 181, 225, 239, 242, 248

regulated industries and 186–188

rejection of 253

respect and 200

responsibility for 143, 146

rhythm of 170, 177

rich, real-time 22

role of functions regarding 143

routine 173

same room 252

scheduled vs. spontaneous 34–36, 46, 93, 103, 152, 180

security and 192–195

sharing and 10, 122

simulation and 235

Six Sigma and 119

soft benefits of 135, 139–141

soft costs of 135

specialization reduction and 131

spontaneous 1–2, 19–22, 34–36, 46, 59, 62, 86, 129, 168, 173, 197, 202, 248, 250

spontaneous vs. scheduled 7–8, 34–36

stifling of 253

superlative syndrome interfering with 211–214

supply chain and 192

synchronous 130

talent and 5

talent recruitment and 217

telecommuting and 91–92

Ten Cultural Elements of 9–15, 70, 115, 152, 251

timeframe of 152

tool-focused 92

tools and 27, 155

Toyota and 95, 150, 235–238

transaction-oriented 164

trends, regarding 4

trust and 10, 156, 192–195

unusual 173

value creation through 15, 31, 107, 218

visualization as enhancing 246

voice tone and 213

work styles and 82, 89, 100–109

World Bank and 46

World War II and 15

collaborative capabilities, applications and 22

collaborative chaos 37–39

3M and 13

defined 12–13

education and 119

environment and 71

Mayo Clinic and 38

Stanford Center for Innovations in Learning and 251

collaborative culture. See Culture of Collaboration

collaborative environment 54–88

Southwest Airlines and 54

collaborative leadership 198–220

360-degree evaluations and 16

blogs and 166

collaborative palette 155–156

collaborative research process 152

collaborative tools 155

collaborators, selecting 149

collective wisdom 205

collocation

collaboration and 76

downside of 77–78

Industrial Light & Magic and 75

Monster and 115

movement towards 71–76

common processes 130

common systems 125

Boeing and 127–128

compliance encouraging shift to 182, 197

Industrial Light & Magic’s adoption of 130

common tools 130

communication

archiving as inhibiting 185

believability and 55

breakdown of 75

collaboration and ix, 14, 164–168

cross-functional 96

distance and 74

DreamWorks Animation and 251

environment and 67

executive 55–56

hierarchy and 112

informality in 55, 152

internal 144

interpersonal 14

marketing people and 112

non-verbal 59, 68, 80

organizational 14

private offices as barrier to 68

problems in 19

rugby model of work and 74

sales people and 112

spontaneous 59, 62, 91, 96

stifling of 253

tools for 144

voice tone and 69

community

collaboration and 14, 153

evolution of 3

intranet spaces and 115

Myelin Repair Foundation and 153

virtual 18–19

World Bank and 251

commuting, cost of 92

Compaq Computer

Canion, Rod 54

collaborative environment and 54

Murto, Bill 54

Popajohn, Ted 54

competition

collaboration coexisting with 218

collaboration discussed in context of 210–215

drawbacks of 149

healthcare and 127

innovation and 214

internal 92, 147, 208–209, 213–214

medical researchers and 149

myopic focus on 211

recognition and reward for xi

competitive dissonance 214

competitors

benchmarking with 141

collaboration with 214, 232–235

compliance 182–197

accounting and 183

collaboration and 7, 197, 250

collaboration inhibited by 182

collaboration with business partners and 192–195

common systems and 182, 197, 250

cross-functional collaboration and 184, 188

culture and 188

data sharing required by 183

financial services industry and 183

Health Insurance Portability and Accountability Act and 183

healthcare industry and 183

hierarchy disrupted by 184

human resources and 183

instant messaging and 183

paradox in relationship of collaboration and 182

compliance (continued)

Patriot Act and 183

pharmaceutical industry and 183, 186–188

privacy and 188–190

retention and 184–186

Sarbanes-Oxley and 182–184

senior leadership and 183

spontaneity and 197

team sites and 183

tools and 183, 189

video instant messaging and 183

videoconferencing and 183

W.R. Grace & Co. and 184

web conferencing and 183

computer graphics, shared creation of 79

computer-aided design

Boeing’s use of 224, 229, 234

defined 159

Procter & Gamble and 97

Toyota’s use of 118, 235

computer-aided manufacturing

Boeing’s use of 224, 229, 234

defined 159

Procter & Gamble and 97

Toyota’s use of 118, 235

concurrent design

Boeing’s use of 248

description of 223

explained 234

Toyota and 235–238

concurrent production, Industrial Light & Magic and 238–240

conference room

environment of 57, 68

limitations of 104

connectors 142–143

consensus building 32, 200–203

Toyota and 150

consensus leadership, Mayo Clinic practicing 26

constructive confrontation

collaboration and 13–14

defined 13

environment and 71

Ford Motor Company and 251

inviting 212

leadership and 212

policies and 197

consumer goods industry

global collaborative enterprise and 242

videoconferencing used by 242

consumer products

digital asset management and 169

marketing of 169

contact, accidental 62

control

collaboration and 129

culture of 254

Culture of Collaboration vs. 254

telecommuting and 92, 95

converged network, Dow Chemical Company and 176

convergence

collaboration and 124, 250

cross-functional collaboration and 125

presence and 180

spontaneous collaboration and 129

videoconferencing and 180

corporate communications

group writing for 177

information technology vs. 145

information technology, partnership with 177

internal 99

role of 143

understanding people and culture 177

videoconferencing and 124

corporate culture. See culture, organizational

cowboy, myth of the single.

creativity, informality and 54

CRM. See customer relationship management

cross-cultural collaboration, dynamic dimension of 50–53

cross-fertilization, Procter & Gamble and 96

cross-functional collaboration 62, 68, 72, 99, 107, 115, 117, 125, 130–132, 148, 150, 176, 213, 234–235, 242, 248

crossover tools

collaborative culture and 164–168

defined 164

cross-pollination, Monster and 115

cubicles

high-walled 63

history of 60–64

low-walled 96

cultural divide, tools and 147

culture

3D/I and 208–209

automobile industry and 67

bridging 51, 202

camera phones and 178

capabilities and 3

challenge of 253–254

collaboration and xii, 9–15, 53, 177

collaborative vs. command-and-control 42, 108, 115, 199, 201, 207, 254

collective xi, 103, 178

competition and 122

competitive shifting to collaborative 215

compliance and 188

consensus-driven 40, 67

contradictions of 147

corporate. See culture, organizational

cultural schizophrenia 207

departmental 75

Dow Chemical Company and 177

education and 83

entertainment industry and 75

environment as impacting 62

evolution of 175, 249–251

exporting of 151, 201

exposure to varied 74

fast food and 6

flexibility and 3

formality and 93

functions and 113, 207

German 170

global 45–53

global collaborative enterprise and 222

hierarchy and 64–65, 67, 93, 112, 129, 147, 208

hybrid collaborative and command-and-control 207–208

immediacy and 7, 250

in-box 1, 249

individual 138

industry-specific 65–67

innovation and 95, 202

instant messaging and 252

internally competitive 147

International Monetary Fund and 65

interrupt-driven 103–104

island 91

Japanese 58

leadership to change 217

lifestyles and 89–109

me vs. we oriented 188, 207

mentoring and 201

mobility and 92

Myelin Repair Foundation and 215–218

New York City and 46

non-collaborative 253–254

nurturing quality of 199

open quality of 199

organizational 14, 62, 72, 83, 95, 144, 175

personal videoconferencing and 175

project-oriented 76

reality television and 178

regional xi, 4, 40, 45, 47–48, 50–53, 58, 62, 93–94, 127, 175, 228, 250

regional differences in 86, 243

secrecy and 122–123

security cameras and 178

shifting of x

shifts due to crisis 44

shock to 175

silos and 112–115

spontaneous collaboration and 129

star. See star cultures

sub-regional 46

talent recruitment and 217

team 175

telecommuting and 92, 99

telephone and 27

television, impact on 46

tools and 33, 85, 133–154, 236, 252

tools integrated into 117

Toyota and 58, 67, 150

culture (continued)

traffic cameras and 178

transitional 207–210

United States and xi

value creation and 147

variable 75

video and 178

videoconferencing and 134–135

work styles and 89–109

World Bank and 46

Culture of Collaboration 1–4, 53

3D/I and 241–242

access to tools and 115

approaches for instilling 212–213

automobile industry and 198

blogs and 166–167

BMW and ix, 49–50

Boeing and 230–231

business models and xi

business models impacted by 247

cameras and 33

collaborative chaos and 37–39

competition and 214

concept introduction of xi

control and 42

control vs. 254

creating value through x

debate and 165

Dow Chemical Company and 33, 121, 146, 176

DreamWorks Animation and 79–81

dynamic nature of 135

early manifestation of ix

effectiveness of collaborative tools and 27

empowerment because of 248–249

Ford Motor Company migration to 251

four key trends regarding 250

future of 254

global collaborative enterpise and 242

Hewlett-Packard and 64

impediments to 253–254

Industrial Light & Magic as embracing 239

information hoarding and 36

information sharing and 36

instilling 212–213

job satisfaction and 248

lack of cohesion without 17

laptop computers and 33

lifestyles and work styles and 89–109

Mayo Clinic and 68, 72, 204, 248, 251

meetings changed by 103

mergers and 40

migration to 251

Monster and 115

Myelin Repair Foundation and 149–154, 215–218, 249, 251

necessity of xii

nimble organization resulting from 131

organizational DNA and xi

pharmaceutical industry and 45

podcasts and 167–168

presence as enhancing 21

Procter & Gamble and 96–97, 243

protection of 197

real-time tools and 176

recognition and reward system and 208–210

shift towards 1

silo syndrome and 114

stopping short of 208

tools and 135, 173–178

tools as extending 253

tools, integrating into 179

Toyota and 64, 198, 200, 248, 251

value of 89

vlogs and 167–168

W.R. Grace and Co. migration to 251

work impacted by 247

work styles, lifestyles permeated by 247

customer relationship management, presence and 20

customers, blogs and 166

Czech Republic 93, 202

D

Darwin, Charles 30

Dassault Systemes, Catia software 151, 225

data, retention of 185

Dayton Hudson, satellite network 141

deadlines, artificial 123–124

debate

abrupt end to 207

value of 14

decision making

broad input into 99, 121, 254

input of deskless workers into 99

Procter & Gamble and 148

regional culture and 254

shared 205

demand, collaboration and 154

deployment, connotation of 137, 148

deserialization 1–2, 74, 181

Procter & Gamlble and 35

design

serial vs. concurrent 249

shift from linear to concurrent 223

desking 64

deskless workers, defined 98

digital asset management 191

collaboration and 169

defined 159

Digital Equipment Corporation 191

digital signatures 193

directory, middleware and 193

discussed 34

distance

communication and 74

psychological 85

virtual. See virtual distance

distance dailies 76

distance learning 84

collaboration and 143

document conferencing

defined 158

videoconferencing and 180

documents, retention of 185

Dow Chemical Company

application sharing within 176

audio conferencing within 176

cameras on notebooks and 116

collaboration leadership 146

collaborative decision-making within 254

compliance and 185, 189

converged IP network used by 32

convergence and 250

cross-functional collaboration leadership and 146

cross-functional collaboration within 114

cross-functional teams and 121

cross-pollination of workforce 32, 37

culture 32–34

Culture of Collaboration within 32, 146, 177

dedicated collaborative space used by 246

design of headquarters of 64

digital whiteboarding within 176

DowNet 32, 176

Duncan, Chris 48, 121, 142, 166, 185, 189

environment of 64

global teams within 91

headquarters-driven vs. balanced collaboration within 108

iMentoring 37

informality and 55

iRooms 32, 37, 114, 121, 135–136, 146, 177–178, 246, 250

job rotation within 176

legacy of collaboration within 177

Liveris, Andrew 55, 165–166

Long, Robert 100

microscope use over networks within 176

needs of global collaborators within 108

network convergence and 176

Newman, Cindy 108–109, 181

profile of 176–177

quality and 121

regional culture and 47–48

retention of instant messaging and 185

sales function of 99

sales hubs and 99

Sarbanes-Oxley and 185

senior leadership champions within 142

silo syndrome avoidance by 114

Six Sigma and 121

Dow Chemical Company (continued)

streamling collaboration within 136

telecommuting within 99

tools and 135, 189

town hall meetings and 165–166

videoconferencing used by 32, 114, 146, 176

Voice of the Customer and 135

walking within 64

work/life balance and 108

Dow, Alden 64

Dow, Herbert 64

DreamWorks Animation

acquisition of Pacific Data Images 79

chief technology officer 79

collaboration and 79–81

communication and 251

dedicated collaborative space used by 246

Hewlett-Packard and 79

initial public offering of 79

Katzenberg, Jeffrey 79

Leonard, Ed 79–81

spontaneous interaction and 81

videoconferencing and 79–81

virtual environment of 79–81

Virtual Studio Collaboration 79, 246

E

economics, trends in 5

education

barriers in 119

collaborative chaos and 119

distance 143

environment and 83, 119

guide on the side vs. sage on the stage 84

guide-on-the-side philosophy of 118

informality in 119

instant messaging in 119

tools use in 119

email

controversial situations and 173

defined 158

drawbacks of 1, 19

etiquette 172

impact on culture 28

instant messaging vs. 8, 161–162

meetings vs. 103

presence and 21

reflection and 171

retention of 185

empowerment 4

encounters, serendipitous 81

encryption 193

aerospace industry’s use of 232

engineering, artificial deadlines and 123

Enron 31, 182

enterprise resource planning

collaboration and 5

presence and 5, 82

entertainment industry

culture and 75

economic realities of 248

environment and 75

environment 54–88

automobile industry and 67

behavior and 57–58

boardroom 57

brainstorming and 67–68

cafeteria 71

Citizens and Southern National Bank and 62

classroom 83

cocktail offices 59

collaboration and 11–12, 69, 131, 204

collaborative chaos and 71

communication and 67

comparing approaches 67–68

conference rooms and 68

constructive confrontation and 71

culture and 62

dedicated collaborative spaces 204, 246

desking 64

education and 119

egalitarianism and 59

entertainment industry and 75

ergonomics and 61

Europe and 64

financial industry and 66

financial trading floors 58

firehouse 67

environment (continued)

flexible 70, 74, 84

health within 61

Herman Miller and 60–64

hierarchy and 63, 67, 200

IBM and 62

idea generation and 59

industry-specific 65–67

informal 54–58, 212

information flow and 59

innovation and 71

island 58

leadership and 200

Mastercard and 62

Mayo Clinic and 68, 72, 251, 253

meeting 252

messages of 59–60

Microsoft and 87

mobility within 61

multitasking within 76

newsroom 58, 65

Northwestern Mutual Life Insurance Comany and 62

performance and 55, 59

physical 11

physical meets virtual 83

physical vs. virtual 103, 180

presence and 87

private office 59, 62, 64–65

Procter & Gamble and 96

project-oriented 76

prototyping 68

revisionist approach to 87

rugby model of work and 75

senior leadership and 58

Silicon Valley and 63

standing within 61

Stanford Center for Innovations in Learning and 252

television news and 56–57, 67

Texas Instruments and 62

Toyota and 67, 91

trust and 71

videoconferencing and 87

virtual 3, 11, 58, 78–88

visibility and 63

visibility within 62

work satisfaction and 59

workplace 3, 11

epidemics

charisma and 70

creating 142–143

senior leadership and 70

ergonomics 61

ERP. See  enterprise resource planning

etiquette, based on function 239

European Union, privacy and 189

executive communication

barriers and 119

blogs and 166

body language and 59

coaching 119, 211

sales executives and 112

Dow Chemical Company and 55

environmental factors of 55–56

formality of 70

informality and 55–56

walking into audience and 119

executives

access to 175

face time with 142

role of 141

exercise, value of 64

Exostar 192, 214, 229, 232–235

expertise, complimentary 153

ExxonMobil 64

F

4G wireless. See wireless, fourth
generation

face-to-face meetings 152

facial expressions

need for seeing 94

videoconferencing and 180

facilitation, need for 218

FCC. See Federal Communications Commission

Federal Communications Commission 189

film industry, global collaborative enterprise and 244

film production, process vs. project in 105

finance, role of 139

financial industry 58, 66, 183

Fischer, Claude S. 27

Flat Rock, Michigan 67

Fleming, Alexander, discovery of penicillin and 12

flexibility

culture and 3

time and 90

Ford Motor Company 198

application sharing and 136–137

C-Car shared technologies program of 202

change management and 139

chief technology officer 98, 203

collaboration strategy within 138–139

competition reduction within 215

constructive confrontation 251

cross-brand collaboration within 202

culture and 40–42

Ford Europe 40

Ford Probe 67

hierarchy and 40

integration strategy within 136–137

Mazda and 67

migration to Culture of Collaboration by 251

Parry-Jones, Richard 98, 138–139, 203

Premier Automotive Group 40, 125