The Elements of Value Network AlliancesStrategies for building alliance partnerships |
Across the technology sector, in an era where the “open” business model is dominant, codevelopment partnerships make big promises but can often fail to deliver value. To address this issue, this research study illustrates how advances in network and alliance theory can ensure the deployment of a partnership strategy fulfills its value-based objectives.
This report looks at the following issues influencing today's alliance strategies:
- The Rise of the Networked Firm: If networks promise to consistently deliver value, why do so many fail when so much effort has been spent on ensuring their success? Moreover, what can firms do to minimize the operational risks of co-creation and derive competitive advantage from a network strategy?
- The Pursuit of a Network Alliance Strategy: Firms normally enter an alliance on the back of one basic assumption: that if two parties work together, they will achieve more than if they remain apart. We ask why? and how?
- Structuring an Alliance Partnership: Our analysis can prove a useful exercise in determining how appropriate the structure is and how best the interactions should facilitate the alliance formation goals.
- Learning to Lead the Knowledge Race: Evaluate the risks that may lead to a network failure when firms try and develop appropriate routines and processes to identify and acquire technological knowledge.
In addition to covering these points, Deloitte also offers guidelines for structuring and forming newtwork alliances, and advice in taking the next step towards positive partnerships.
Learn more in our report: The Elements of Value Network Alliances
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TMT- Value Networks
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