The most basic and longstanding type of collaboration for innovation is the strategic alliance. Strategic alliances are agreements between two (dyads) or more (triads, for example) independent firms, which temporarily combine resources and efforts to reach their strategic goals.

The main reasons to engage in a strategic alliance, and through this ensure continuous innovation, included:

To compensate for in-house weaknesses or technological gaps,
To establish new product lines and portfolios,
To successfully enter new markets,
To serve customers better,
And to reduce NPD (New Product Development) costs, risks, and time.

The most basic and longstanding type of collaboration for innovation is the strategic alliance. Strategic alliances are agreements between two (dyads) or more (triads, for example) independent firms, which temporarily combine resources and efforts to reach their strategic goals.

The main reasons to engage in a strategic alliance, and through this ensure continuous innovation, included:

To compensate for in-house weaknesses or technological gaps,
To establish new product lines and portfolios,
To successfully enter new markets,
To serve customers better,
And to reduce NPD (New Product Development) costs, risks, and time.

Having understood the benefits of creating alliances, firms were now interested in sustaining their benefits for longer. As such, alliances began to be centrally managed and the practice of building portfolios gained ground.

Traditionally, large pharmaceutical companies have been excellent portfolio builders. In the industry’s beginnings, these firms would often collaborate with small biotechnological firms to assimilate knowledge and patents in the most efficient and effective manner. While conflicts were frequent at the start – small biotechs often felt ‘robbed’ of their key resources – collaboration moved on. Effective portfolio management models were the key to this success.

Having understood the benefits of creating alliances, firms were now interested in sustaining their benefits for longer. As such, alliances began to be centrally managed and the practice of building portfolios gained ground.

Traditionally, large pharmaceutical companies have been excellent portfolio builders. In the industry’s beginnings, these firms would often collaborate with small biotechnological firms to assimilate knowledge and patents in the most efficient and effective manner. While conflicts were frequent at the start – small biotechs often felt ‘robbed’ of their key resources – collaboration moved on. Effective portfolio management models were the key to this success.

The third type of collaboration for innovation is the network. Networks include groups of firms that share R&D goals related to products, services, processes or business models.

Dense network structures are natural progressions of alliances and portfolios. As collaboration tools and practices spread from high-tech to medium and low-tech sectors, new ways of structuring the innovation activity emerged. The key difference: all firms were now interconnected, orchestration became less strict, and low-medium competition replaced the fierce battles for survival.

The fourth and most advanced type of collaboration for innovation is the ecosystem.

Today, companies like Salesforce – client relationship management systems, IMEC – Nano electronics, Korean Air – air travel, and ENEL – electricity and gas distribution are just a few examples of how ecosystems can and should be used to create value which no single organization can create on its own.

All in all, ecosystems are typically characterized by:

The absence of a formal authority,
Strong dependencies among members,
A common set of goals and objectives, and
A shared set of (complementary) knowledge and skills.

The fourth and most advanced type of collaboration for innovation is the ecosystem.

Today, companies like Salesforce – client relationship management systems, IMEC – Nano electronics, Korean Air – air travel, and ENEL – electricity and gas distribution are just a few examples of how ecosystems can and should be used to create value which no single organization can create on its own.

All in all, ecosystems are typically characterized by:

The absence of a formal authority,
Strong dependencies among members,
A common set of goals and objectives, and
A shared set of (complementary) knowledge and skills.

The fourth and most advanced type of collaboration for innovation is the ecosystem.

Today, companies like Salesforce – client relationship management systems, IMEC – Nano electronics, Korean Air – air travel, and ENEL – electricity and gas distribution are just a few examples of how ecosystems can and should be used to create value which no single organization can create on its own.

All in all, ecosystems are typically characterized by:

The absence of a formal authority,
Strong dependencies among members,
A common set of goals and objectives, and
A shared set of (complementary) knowledge and skills.

The fourth and most advanced type of collaboration for innovation is the ecosystem.

Today, companies like Salesforce – client relationship management systems, IMEC – Nano electronics, Korean Air – air travel, and ENEL – electricity and gas distribution are just a few examples of how ecosystems can and should be used to create value which no single organization can create on its own.

All in all, ecosystems are typically characterized by:

The absence of a formal authority,
Strong dependencies among members,
A common set of goals and objectives, and
A shared set of (complementary) knowledge and skills.

The fourth and most advanced type of collaboration for innovation is the ecosystem.

Today, companies like Salesforce – client relationship management systems, IMEC – Nano electronics, Korean Air – air travel, and ENEL – electricity and gas distribution are just a few examples of how ecosystems can and should be used to create value which no single organization can create on its own.

All in all, ecosystems are typically characterized by:

The absence of a formal authority,
Strong dependencies among members,
A common set of goals and objectives, and
A shared set of (complementary) knowledge and skills.

The fourth and most advanced type of collaboration for innovation is the ecosystem.

Today, companies like Salesforce – client relationship management systems, IMEC – Nano electronics, Korean Air – air travel, and ENEL – electricity and gas distribution are just a few examples of how ecosystems can and should be used to create value which no single organization can create on its own.

All in all, ecosystems are typically characterized by:

The absence of a formal authority,
Strong dependencies among members,
A common set of goals and objectives, and
A shared set of (complementary) knowledge and skills.

The fourth and most advanced type of collaboration for innovation is the ecosystem.

Today, companies like Salesforce – client relationship management systems, IMEC – Nano electronics, Korean Air – air travel, and ENEL – electricity and gas distribution are just a few examples of how ecosystems can and should be used to create value which no single organization can create on its own.

All in all, ecosystems are typically characterized by:

The absence of a formal authority,
Strong dependencies among members,
A common set of goals and objectives, and
A shared set of (complementary) knowledge and skills.

The fourth and most advanced type of collaboration for innovation is the ecosystem.

Today, companies like Salesforce – client relationship management systems, IMEC – Nano electronics, Korean Air – air travel, and ENEL – electricity and gas distribution are just a few examples of how ecosystems can and should be used to create value which no single organization can create on its own.

All in all, ecosystems are typically characterized by:

The absence of a formal authority,
Strong dependencies among members,
A common set of goals and objectives, and
A shared set of (complementary) knowledge and skills.

The fourth and most advanced type of collaboration for innovation is the ecosystem.

Today, companies like Salesforce – client relationship management systems, IMEC – Nano electronics, Korean Air – air travel, and ENEL – electricity and gas distribution are just a few examples of how ecosystems can and should be used to create value which no single organization can create on its own.

All in all, ecosystems are typically characterized by:

The absence of a formal authority,
Strong dependencies among members,
A common set of goals and objectives, and
A shared set of (complementary) knowledge and skills.

The fourth and most advanced type of collaboration for innovation is the ecosystem.

Today, companies like Salesforce – client relationship management systems, IMEC – Nano electronics, Korean Air – air travel, and ENEL – electricity and gas distribution are just a few examples of how ecosystems can and should be used to create value which no single organization can create on its own.

All in all, ecosystems are typically characterized by:

The absence of a formal authority,
Strong dependencies among members,
A common set of goals and objectives, and
A shared set of (complementary) knowledge and skills.

The fourth and most advanced type of collaboration for innovation is the ecosystem.

Today, companies like Salesforce – client relationship management systems, IMEC – Nano electronics, Korean Air – air travel, and ENEL – electricity and gas distribution are just a few examples of how ecosystems can and should be used to create value which no single organization can create on its own.

All in all, ecosystems are typically characterized by:

The absence of a formal authority,
Strong dependencies among members,
A common set of goals and objectives, and
A shared set of (complementary) knowledge and skills.