Radical collaboration

The term radical collaboration appeared in the United States in 2009. Three CEOs of competing companies in the field of green technologies (genGreen, 3rdWhale and Creative Citizen) decided to establish a “radical collaboration” scheme that was facilitated by the fact that they shared the same values and the same conviction on ecological emergency.
The difference between coopetition and radical collaboration is measured by evaluating the competition advantages and shared elements of “intimate” intellectual property. In radical collaboration what is shared is a highly differentiated added value (production secrecy, R&D); in coopetition the benefit is scale savings. Participants in the “unloyalty” card do not share their recipes or their knowledge on coffee.
Radical collaboration favours open innovation approaches, it is not about collaborating together to create a predefined product or service, but about developing an ecosystem to share knowledge and skills that will allow innovation to emerge. This innovation is not necessarily technological, it can also be social. And it emerges both from company collaborators and their customers.