Ally or Acquire? How Technology Leaders Decide

摘要: Ally or Acquire? How Technology Leaders Decide Edward B. Roberts and Wenyun Kathy Liu Topic: Management of Innovation Reprint 4312; Fall 2001, Vol. 43, No. 1, pp. 26?34 Buy this article E-mail page INNOVATION Partnering with outsiders to speed innovation is increasingly the norm among high-tech companies. Then why are so many organizations still struggling make such efforts work? The answer, say MIT Sloan School professor management Edward consultant Liu, that all too often companies choose collaborative strategies without first considering what stage in technology life cycle a given has entered ? which type partnership suited best stage. There four phases (the fluid, transitional, mature discontinuities phases), depending on where particular at moment, only certain external partnerships will facilitate speedy development. That reality presents challenge for managers: Each product company juggling may be different phase, because developed one phase could eventually serve purpose another technology, must handled care. A decision ally acquire depends not company-specific competencies needs, but also overall market development company's position relative its competitors. Industry structure critical success factors change as underlying evolves competitive pressures vary. Companies more inclined form alliances becomes better defined pressure increases. In consolidation increases number declines. As mergers acquisitions, they happen frequently during transition established startups enhance their portfolio. In broadening past research (on cycle's effect internal development) encompass externally focused cycle, authors have underscored growing complexity achieving business success. implication industries leaders need excel multitasking, thinking laterally, creatively networking individuals various related industries. But starts understanding it means outsourcing innovation.