When an enterprise disconnects it's sales teams from production, it's likely
- to lose customers by overselling and under-delivering
- to continue producing the same configurations that customers have complained about
- to give customers the impression they are neither listened to or respected
When an enterprise disconnects it's sales teams from the customers' contexts, it's likely
- to give customers reasons to walk away
- to become too pushy with sales tactics
- to presume the product is good for everyone regardless of their situations, uses and past experiences
When an enterprise disconnects its product development from it's rivals, it's likely
- to copy what the rivals have done in violation of their copyrights
- to fail to differentiate it's offer from theirs
- to lose out in direct comparisons when quality appears inferior.
When an enterprise disconnects its production from the customers' contexts, it's likely
- to crank out flawed products,
- to feed a high rate of complaints, returns and refunds
- to imagine the customers are fools to spend money on junk that comes off the production line.
Obviously it pays in many ways to collaborate. It costs in as many ways to disconnect the parties to a potentially valuable collaboration. But as I explored previously in Collaboration comes and goes, it takes a particular state of mind to see the advantages to collaborating. When a sense of safety has vanished, collaborators look like dangerous enemies or traitors. The safety issues need to be handled before setting up collaborations.