Souk has more than 12 suppliers worldwide. Forging trust-based relationships with each of them is a critical challenge for us. Safety, respect for human rights, corporate social responsibility and environmental protection are all embedded in our DNA, and we expect our suppliers to commit to them alongside us.


Have you ever wondered what it would be like to be strong enough to pick up a car? You probably think that job is best left to superheroes. Well, let’s think again. What if you had 20 or 30 people all picking up the car together? Isn’t that a little more in the realm of possibility? Try it out sometime for fun and see what happens. You may be surprised to find out that you and your friends can do it.

And while you’re thinking about what is possible with a group of 20 or 30 people, let’s take it a step further – what if you multiplied that number by two or three? In other words, what if you had several groups working together to solve difficult problems? They might be able to lift a small truck!

Let’s face it – solving problems in communities can seem daunting at times. Problems with education, jobs, housing, the environment, and crime are complex and interwoven. How does just one individual or one group make a dent in solving these broad problems?

There is real strength in numbers. When you have many groups with different views, resources, and skills applying their intelligence and strength to solve a problem together, the results can be like the work of superheroes.

Souk alongside many individuals, artists, galleries, small-businesses and organisations are working together to accomplish goals. By networking, coordinating, cooperating, and collaborating, organisations working together can accomplish goals they couldn’t reach working in isolation.

If you’re interested in learning more, please contact us here.


Organisations have a networking relationship when they exchange information in order to help each organisation do a better job. Networking requires the least amount of commitment and time from organisations and can in itself have significant positive results.


Organisations have a coordinating relationship when they modify their activities so that together, they provide better services to their constituents. Coordination is important because it gives people a better chance to get the services they need. It can be highly exasperating for someone to deal with institutions that don’t coordinate their efforts.


When organisations cooperate, they not only share information and make adjustments in their services – they share resources to help each other do a better job. In a cooperative relationship, organisations may share staff, volunteers, expertise, space, funds, and other resources.


In a collaborative relationship, organisations help each other expand or enhance their capacities to do their jobs. As Arthur Himmelman says, “Collaboration is a relationship in which each organisation wants to help its partners become the best that they can be.” In collaborative relationships, people begin to see each other as partners rather than competitors. This shift in view is profound in a society that has had so much emphasis on individualism.

Himmelman goes on to say that when organisations collaborate they have to, “share risks, responsibilities, and rewards.” In sharing risks, each organisation is, to some extent, throwing its lot in with another organisation.

Collaboration is a much bigger enterprise than networking, coordinating, and cooperating; but the potential for change can also be greater. It implies a much higher level of trust, risk taking, sharing of turf, and commitment. Collaboration can give people hope, because it demonstrates that people from different groups can overcome their mistrust and other obstacles to accomplish larger goals together.

Ahlan-Wa-Sahlan & Ramadan Mubarak! ;-) Dismiss