If you can maximise that joined up space of overlapping interests, that’s where the potential of transformation lies.

 

Collaboration and networking has such a huge multiplier effect that it has convinced most of our companies to work together

 

 

Think of partnerships and networks as central to your operating model, not peripheral to your operating model

 

 

If you want the partnership to be sustainable in the long term, you need a core group of coordinators and facilitators