---
id: "action-co-create-operating-model"
type: "action-item"
source_timestamps: ["§ Integrating disparate intentions and ways of working", "¶20"]
tags: ["process-design", "collaboration"]
related: ["framework-three-functions-of-bridgers", "framework-dfv", "concept-mutual-trust-influence-commitment"]
action: "Facilitate joint negotiations with partners to co-create division of labor, decision rights, and shared metrics."
outcome: "Accelerated decision-making down the road and higher partner commitment to the project."
source_url: "https://hbr.org/2026/03/why-great-innovations-fail-to-scale"
source_title: "Why Great Innovations Fail to Scale"
sources: ["futures"]
sourceVaultSlug: "hbr-seg-futures"
originDay: 2
articleStem: "hbr-nm-102-innovations-fail-to-scale"
sourceUrl: "https://hbr.org/2026/03/why-great-innovations-fail-to-scale"
sourceTitle: "Why Great Innovations Fail to Scale"
---
# Co-create the operating model

**Action:** Rather than dictating how a cross-boundary collaboration will work, [[concept-bridger|bridgers]] should invite stakeholders to **co-create the operating model**. Facilitate negotiations where partners jointly define the division of labor, decision rights, handoffs, shared technical standards, and criteria for assessing milestones (like the [[framework-dfv|DFV framework]]).

**Outcome:** Accelerated decision-making down the road and higher partner [[concept-mutual-trust-influence-commitment|commitment]] — a defining move of the [[framework-three-functions-of-bridgers|integrating]] function.