The strategic alliance between EY and IBM towards quantum computing provides the EY teams access to IBM quantum systems and encourages their participation in the quantum ecosystem as part of the IBM Quantum Network, while EY will facilitate the introduction of quantum computing in a wide ecosystem of public and private industry. We are therefore talking about a partnership based on complementary resources.

The close collaboration between competitors (coopetition) such as Peugeot, Citröen and Toyota is explained by the search for complementary resources: to increase market power, speed, share costs, reduce risks in the development of their cars, that is, to gain similar resources to those that these companies have.

Although the pharmaceutical industry is a classic example of in-house innovation where companies exclusively control the development of the drug, the COVID-19 pandemic forced them to collaborate with other partners for the development of vaccines (including competitors), which improved their performance and agility compared to in-house vaccine development.

Capacity building, while increasing the innovation development time, it can generate strengths and competitive advantages for the company in the environment. This is one of the reasons why companies collaborate to innovate versus developing in-house innovation.

When an innovation project presents great risks and costs, the most appropriate strategy is to collaborate with other partners.

In the internal development of innovation (IN-HOUSE), a company may exploit two main advantages: absolute control over development decisions and speed.

To create a strategic alliance it is necessary to establish the objectives, rigths and obligations of each party through formal agreements or contracts.

Strategic fit refers to the degree to which potential partners have resources that can be effectively integrated in their innovation projects to create value.