Systematic Comparison of Collaboration Modes
The three structural collaboration modes differ systematically across key dimensions. Understanding these differences is essential for designing platforms that actually support the work of each mode.
Organising Principle
Issue-Driven
Shared problem or challenge brings parties together. The problem is the organizing force; when problem is solved or parties lose interest, collaboration can end naturally.
Programme-Driven
Funded programme mandate provides the organizing principle. Commissioning party funds a specific programme with defined scope and timeline. Continuation depends on funding and commissioning party satisfaction.
Organisation-Driven
Advancing innovation in a domain is the organizing principle. The organisation holds a strategic intent to develop innovation capability in a specific area and uses the portfolio to pursue that intent systematically.
Governance Structure
Issue-Driven
Flat, adaptive, negotiated governance. Decisions emerge through discussion and consensus-building. No formal hierarchy; governance adapts as collaboration evolves. Decision-making involves all affected parties.
Programme-Driven
Structured phases, steering committee, client accountability governance. Clear governance framework with steering group providing direction and oversight. Client (commissioning party) retains veto and final accountability. Phases provide structure.
Organisation-Driven
Hierarchical internally; externals brought in per project governance. Organisation sets strategic direction and portfolio priorities. External parties brought in as specialized capability when needed for specific projects. Clear internal accountability structure.
Facilitator Position
Issue-Driven
Partnership architect, independent, neutral. Facilitator operates independently and neutrally, brokering between parties. Mandate is to enable collaboration between peers, not represent organizational interests. Legitimacy depends on perceived neutrality.
Programme-Driven
Employed by coordinator, client-facing, process + content focused. Facilitator is employed by coordinating body and serves multiple roles: representing programme interests, managing client relationship, providing both process facilitation and content expertise. Accountability to coordinator and client.
Organisation-Driven
Internal innovation designer (embedded within the organisation). Facilitator is internal to the organisation, designing and managing innovation initiatives. Focuses on enabling the organisation’s strategic intent. Part of internal innovation infrastructure.
Decision Authority
Issue-Driven
Collective; can shift to dominant actor when stalled. Decisions are made collectively by partners. If collaboration stalls or deadlock occurs, authority may shift to a dominant actor or organization that can move forward unilaterally.
Programme-Driven
Group within framework; client retains veto. Decisions made within the structured framework established by client. Steering group makes decisions about programme direction and resource allocation, but client retains final veto and approval authority.
Organisation-Driven
Innovation manager sets direction; PM coordinates. Innovation manager (or equivalent leadership) sets strategic direction and thematic priorities. Portfolio manager coordinates within that framework. Decisions delegated to portfolio manager within strategic boundaries.
Exit / Transfer
Issue-Driven
Implicit; group may continue independently. Exit is implicit; when problem is solved or energy dissipates, collaboration may naturally end. Sometimes the group continues independently without formal closure.
Programme-Driven
Explicit deliverable; recommend continuation or close. Exit is explicit with formal project closure. Recommendations made about whether to continue, close, or transfer. Clear decision gate at programme end.
Organisation-Driven
Clean handover to business. Successful innovations are handed over to business operations or business units. Portfolio continues to manage next generation of innovations. Clear distinction between innovation pipeline and operational delivery.
Risk Profile
Issue-Driven
Facilitator has no mandate to enforce platform use; focus may shift toward community building rather than structured collaboration, limiting scalability. Key risk is that collaboration becomes informal and ad-hoc, hard to scale. Facilitator cannot mandate use of platforms or structured processes. Community-building focus may work for small groups but struggles with scale.
Programme-Driven
Participants don’t always embrace imposed methodology or structure; resistance to facilitation steps (e.g., SIR, scaling tickets) can undermine adoption. Key risk is that standardized processes feel heavy or irrelevant to participants. Structured methodology can create friction rather than enabling collaboration. Implementation resistance can undermine programme effectiveness.
Organisation-Driven
Large existing portfolio means high switching costs; onboarding at scale requires disrupting already established tools and workflows; already embedded across many projects. Key risk is the weight of legacy. Bringing new tools into an organization with 400+ ongoing innovations requires managing high switching costs and disrupting established workflows. Resistance from teams already embedded in existing systems.
Implications for Platform Design
Issue-Driven
- Platform role: Enable peer coordination and community building
- Information priority: Community visibility, cross-partner learning, emergent progress
- Governance support: Consensus building, transparent decision capture
- Adoption strategy: Build value for individuals; enable voluntary participation
Programme-Driven
- Platform role: Support structured programme delivery while preserving project autonomy
- Information priority: Programme health, facilitator effectiveness, portfolio progress
- Governance support: Steering group coordination, phase gates, escalation
- Adoption strategy: Integrate with programme methodology; make facilitator role more effective
Organisation-Driven
- Platform role: Organize and manage innovation portfolio at scale
- Information priority: Theme performance, strategic alignment, capacity allocation
- Governance support: Strategic priority cascading, portfolio optimization
- Adoption strategy: Gradual integration with existing systems; prove value on subset before full rollout
Related Insights
- Three structural collaboration modes emerge across practice
- Innovation collaboration is fundamentally relational, not systemic
- Portfolio managers need better tooling for helicopter view and lessons capture
- Facilitator role is multifaceted and highly demanding