|
Robert has been recognized for his groundbreaking work in creating “architecture of cooperation” which underpins thousands of strategic alliances in this country and around the world. He has written several books along with numerous articles and studies. He is known by his colleagues as the “Father of the Strategic Alliance Profession.”
He continues his quest to discover, innovate, and implement collaborative systems. Robert is deeply engaged in the next edge of cooperation, specifically Collaborative Innovation, Collaborative Capitalism, Collaborative Leadership, and the Architecture of Trust.
Mr. Lynch holds a master’s degree in Organizational Development from Harvard University and a bachelor’s degree in International Relations from Brown University. He has been an adjunct faculty member at the Business Schools of the Universities of Alberta, British Columbia, and San Diego; and has served as a faculty member of the American Management Association, American College of Physician Executives, the Canadian Management Centre and the Institute for International Learning.
During his consulting career, he served numerous global companies such as IBM, General Electric, Hewlett Packard, Pfizer, and many others.
FOCUS ON COLLABORATION & LEADERSHIP
For over 40 years Robert has been on a quest to find the inner-architecture to successful cooperation between humans and organizations.
After combat duty in Vietnam as an officer in the U.S. Navy, Robert receivedg his Master’s Degree in Organization Behavior at Harvard. He then spent a decade as an entrepreneur, launching several successful companies.
His focus then returned to the quest for greater cooperation, which evolved into the development of the ground-breaking system designs for strategic alliances.
Robert’s depth of field in history, linked with his visionary insights bring the wisdom of the ages and the dynamism of possibility into the present and its challenges:
- implementing collaborative innovation,
- collaboration’s impact on competitive advantage,
- transforming conflict into creativity,
- neuro-chemistry of cooperation,
- lowering risk in highly complex projects,
- economics of trust, maximizing value creation, and more
These elements have come together into a very simple leadership framework: Leadership as a System -- the Four Alignments which have been called the “E=mc2 of Organization & Leadership”
|
