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Are formal alliances between consultants and IT vendors buckling as the
market shifts and changes? Pat Sweet speaks to four market experts about where partnership goes next.
Pressure on partnerships - Part 3 |
Part 1 | Part
2
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Sharhabeel Lone: problem with vested
interests
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INDEPENDENT FIRM: SAKS Consulting
Interviewee: Sharhabeel Lone, leader of global business strategy
practice.
Q1. Formal alliances.
A: We are increasingly finding clients managing their
services risk by opting for multiple partners. Many also do
not feel they will be able to get the quantitative and qualitative
ROI they seek using an organisation giving them a ‘soup to
nuts’ model. Clients are more in tune with the idea of handling
the integration of services providers themselves.
There are, of course, instances where formal alliances not
only make sense but are a prerequisite in the bidding processes
of large contracts, such as the recent awards by the NHS.
The ability of different teams to work together effectively
is crucial in the successful delivery of such projects.
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Consultants' Advisory 2004
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