The optimisation of internal collaboration within a multi-divisional organisation
Thesis (MBA)--Stellenbosch University, 2012.
Many multi-business unit organisations are not adequately prepared to deal with and capitalise on the opportunities that exist because they have a multi-faceted company structure. Increasingly, organisations are combining their efforts to exploit business opportunities and collaboration is becoming a key strategic tool. Collaboration provides ways to tap into competencies and organisational knowledge that might otherwise be trapped in business units. It is essential that these pockets, or silos, of excellence be harnessed to promote value-creating activities. The focus of this case study is on GEA Group Companies operating within the ambit of Sub-Saharan Africa. These companies exhibit a classical multi-business unit organisation with many opportunities for intra- as well as intercompany collaboration. Informal channels for collaboration may exist, but if GEA is able to collaborate more effectively internally, growth and value creation opportunists will be easier to exploit. This study has investigated the state of the current business models of the various GEA Group companies as well as the current collaboration efforts that are in place. The study has also explored the key strengths, weaknesses, opportunities, and threats of the various business models as well the key factors influencing collaboration efforts within GEA. Based on the results of interviews and surveys that evaluated the business models and intercompany collaboration efforts, recommendations for improvements are made and an intercompany collaboration model proposed for GEA companies in Sub-Saharan Africa.