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 Strategic Alliances (March 2003) Summary
Links between IT vendors and consultants have grown ever stronger, as IBM’s takeover of PwC Consulting last summer dramatically highlighted.
Most partnerships stop short of acquisition, of course, but the two sides clearly need each other: IT vendors are desperate for consultants’ board-level influence with clients, and consultants have to show intimate knowledge of IT products in order to offer a ‘one-stop-shop’ service.
The articles in this issue focus on the ethical and management problems faced in creating alliances.
We also profile a number of vendors seeking consultancy partners, with information on their current partnerships – including informal relationships (those existing on a project-by-project case), formal alliances (involving initiatives like joint marketing but no formal financial tie-up), and full reseller agreements (where the consultancy sells software at a profit).
• One event that might help consultants forge partnerships is the forthcoming Annual Consultants’ Forum, organised jointly by the Management Consultancies Association and Consultants’ Advisory publisher PMP.
Consultants' Advisory 2003
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