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The concept of shared value networks has demonstrated its power to drive economic, social, and environmental benefits by aligning the strengths of diverse partners. As seen in the examples of Unilever, Nestlé, Walmart, and others, the strategic alignment of corporate strengths with those of external partners can create synergies beyond individual gains. But how can other organizations learn to form their own shared value networks?

The journey begins with understanding the ecosystem of potential partners—ranging from companies, interest groups, and governments to educational institutions and NGOs—and recognizing the unique strengths each can bring to the table. Building shared value networks requires a strategic approach to collaboration rooted in trust, transparency, and a commitment to collective success.