The issues of size, overhead, and market positioning are all key determinants of what assets an organization needs to succeed in an increasingly competitive market. And it is the acquisition of these “assets” that drives the answer to two key questions. First, should my organization use “collaboration” as a means of improving our competitive advantage? And, if so, what specifically does my organization need to get out of that collaboration to make it worth the cost? If well constructed, partnerships can provide immediate increases in market footprint; financial and human resources; political and thought leader influence; contracts, revenue, and more . . .
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