Strategic Alliance Magazine Q2 2016 - 22
COVER STORY
Companies are challenged to build appropriate relationships. In the IoT-and in ecosystem partnering in
general-this means sharing data and information. In
some instances it can mean sharing intellectual property to enable others to innovate. This behavior often
runs counter to corporate cultures that have traditionally viewed secrecy, not openness, as a competitive
advantage.
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DIFFERENT CLOCK SPEEDS
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Cultural differences between partners also mean that
they work at different speeds, with different development cycles, operating styles, and strategic priorities.
Nowhere is this more evident than in some of the
healthcare solutions that bring together a pharmaceutical company with a device maker and software
company, each with different clock speeds for product
development and operating in diverse regulatory environments.
COMPETITION AND CONFLICT
ARE THE NORM
It is not uncommon to see conflicting business models among partners. For example, consider some of
the partnerships in the ecosystem developing autonomous vehicles. By partnering with software providers
and next-generation transportation companies, such
as Über and Lyft, automobile manufacturers are
embracing a business model based on access, not ownership-which is completely contrary to their existing
business model.
Alliances today need executives who understand more and different partnering.
For example, recent surveys from a variety of research organizations report that:
53%
say they will need to be
part of a network to access
new technologies for
their business.
91%
believe partnering with
suppliers is critical to
success.
44%
think that companies
going it alone will
be a thing of
the past.
70%
of executives expect to
partner more to gain
access to innovation.
50%
believe new digital
partnerships will alter their
business model.
22
STRATEGIC ALLIANCE MAGAZINE | SUMMER * 2016
Sources: Accenture, Economist
Intelligence Unit, IBM Institute for
Business Value, PwC
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