Most large companies have the resources and processes to manage the traditional “build, invest or buy” decisions of their organization and execute on deliverables to grow their businesses. For “build” decisions, R&D and product development units are skilled at creating new products and services using the latest technology. For “investment” or “buy” decisions, well-staffed finance, corporate development (M&A), and corporate venture capital (CVC) teams are in place to work on acquisitions and external investment opportunities.
But why is “partnering” not also a consideration in those “build, invest, or buy” decisions when corporations are pursuing growth, innovation and transformation opportunities? In part,