In this republished episode, I’m in conversation with Ben Gomes-Casseres, a longtime thinker and practitioner in the world of alliances and partnership strategy. Ben first joined me back in early 2015 to look ahead at alliance developments, and it was a real pleasure to welcome him back, this time to talk about his then-new book, Remix Strategy. If you listened to my previous episode with Russ Buchanan from Xerox, you already heard a strong endorsement of Ben’s work, and in this conversation you’ll also hear Xerox come up again in a way that’s genuinely coincidental. I love it when the threads connect like that across episodes, because it underlines the broader point: collaboration isn’t a side topic anymore; it’s a core part of how companies compete and evolve.

Ben and I start with the personal, including his background growing up on Curaçao and even a small but telling story about why he added a dash to his name in the United States, an example of how context matters when you’re trying to make things work across boundaries. From there, we move quickly into the heart of the episode: what Ben means by “remix,” and why it’s such a useful way to think about strategy today. Borrowing from music and visual art, Ben describes remixing as taking existing elements and combining them in a way that creates something new and valuable. He then applies that idea to business, where companies combine assets and capabilities through alliances, joint ventures, ecosystems, and mergers and acquisitions.

The conversation really comes alive when Ben explains the three laws that sit at the center of his book. The first is the classic idea that the combination must create additional value, his memorable shorthand is that 1 + 1 must equal more than 2. The second law is about making that potential real: once you combine, you have to manage the pieces so they operate as one. And the third law addresses a topic many teams avoid discussing openly: value capture. If you grow the pie together, you still have to share it in a way that keeps both sides committed and makes the governance work.

We also explore what happens when you scale these ideas beyond two-party deals into multi-partner constellations, from airlines to technology ecosystems to industrial collaborations. If you lead alliances, work in business development, or sit in the C-suite trying to make external partnerships deliver real returns, this episode will give you a clear lens, and practical language, for thinking about how combinations create value, how they succeed, and why they fail.

Alliances in a Complex World

In this republished episode of the Collaborative Business Podcast brings a conversation that goes straight to the heart of modern partnership strategy. My guest is Russ Buchanan, at the moment of recording Vice President of Worldwide Alliances at Xerox, a leader whose career spans decades in high-tech, sales, general management, and, most notably, building and running alliance programs at scale. Together, we explore what it really means to collaborate in today’s increasingly complex business environment, and why partnering is no longer a side activity but an essential capability.

The discussion begins by putting Xerox into context. For many people, the name still evokes photocopiers and paper, but Russ paints a far broader picture: Xerox remains a major global technology provider, yet its services business has grown even larger, spanning business process outsourcing and solutions across industries. From benefits management to finance and accounting operations to healthcare IT services, Xerox focuses on using technology to improve the business processes customers rely on. That shift, from products to diversified solutions, sets the stage for why alliances matter so much.

Russ then breaks down Xerox’s working definition of “documents” in a digital age, reframing them as information organised for human understanding, unstructured content that includes everything from spreadsheets to web pages. With that lens, the episode moves into the real theme: strategic alliances as a way to combine complementary capabilities to solve problems in new ways. Russ is candid about the driving rationale: the world is too big and complicated for any company to believe all the smartest people sit inside its own walls.

You will also hear how go-to-market models vary depending on the offer, the market, and who leads. Russ distinguishes traditional channel partnerships from deeper services collaborations where both parties often stay engaged in selling and delivery. Our conversation expands into ecosystems, multi-partner arrangements that add complexity but can unlock more comprehensive solutions, along with the governance and trust such structures demand.

To close, Russ offers a practical recommendation: treat collaboration as a discipline as well as an art, and learn from experts and practitioner communities. Whether you’re building alliances, joining an ecosystem, or simply trying to innovate faster, this episode delivers a grounded, experience-based perspective on how partnerships create measurable impact.

In this republished episode of the Collaborative Business Podcast, I sat down with not one but two guests: Elke Jeurissen and Cato Léonard, co-founders of Glassroots and co-authors of a book on stakeholder management. Their work revolves around a simple premise that many leaders find uncomfortable: today’s challenges are too complex to solve from inside one organization, one department, or one familiar network. Real progress requires engaging the right mix of stakeholders, inside and outside the organization, and creating the conditions in which they can build something together.

Elke and Cato describe stakeholder engagement as more than “managing stakeholders” in a series of bilateral conversations. Instead, they focus on bringing stakeholders together in one shared process, allowing different perspectives, mandates, and incentives to surface at the same time. The conversation explores what separates partnerships that deliver results from those that get stuck in endless meetings. One recurring theme is the necessity of a clear, shared goal: without agreement on what the group is trying to achieve, and why each participant is there, collaboration becomes talk without traction.

The episode also highlights what it takes to make multi-stakeholder collaboration work in practice. Professional process design, transparent project management, measurable checkpoints, and clarity on responsibilities help turn goodwill into momentum. Just as importantly, Elke and Cato emphasize the human side: trust doesn’t appear automatically, especially when businesses, governments, academics, and non-profits bring different cultures and languages to the same table. Trust is built by acknowledging the initial lack of it, asking the right questions early, and creating an environment where differing interests can be expressed without derailing the common objective.

Listeners will also hear why diversity is not a slogan but a strategic ingredient. If everyone brings the same “piece of the puzzle,” the group stays in its existing frame. The discipline of stakeholder mapping, looking beyond the usual peer group and identifying who can, will, and wants to contribute, can elevate the outcome to a higher level. Along the way, the guests reflect on the role of technology, transparency, and the speed of change as forces that make stakeholder engagement less optional and more essential.

This episode is a practical invitation to lead with curiosity and courage: to admit what you don’t have, reach beyond your comfort zone, and build the kind of collaboration that helps you go far, together.

In the latest republished episode of the Collaborative Business Podcast, I sit down with Ramanath Suryaprakash. Ram is a Global Alliance Manager at Infosys, and we explore the intricate world of strategic alliances and the pivotal role they play in today’s interconnected business landscape. Infosys, a global system integrator with a workforce of 170,000 and a presence in over 50 countries, thrives on partnerships that bridge technology and business needs. Ram’s role is to forge and nurture these relationships, ensuring that collaborations between Infosys and its partners deliver disruptive, value-driven solutions for clients worldwide.

The conversation begins with Ram’s global perspective, shaped by his base in Seattle and his responsibility for managing a diverse portfolio of 10 to 15 partners across time zones. His approach is both strategic and scalable, leveraging a network of technical and alliance teams to integrate cutting-edge technologies into Infosys’s service lines. Ram emphasises the importance of classifying partnerships, not as static categories, but as dynamic relationships that evolve from transactional to strategic as mutual value grows. The ultimate goal? A “win-win-win” scenario where partners, Infosys, and their shared customers all benefit.

Communication and culture emerge as central themes. Ram highlights the challenges of global collaboration, where time zones and cultural differences can complicate even the simplest interactions. His solution is rooted in building personal rapport: face-to-face meetings, informal discussions, and a deep understanding of each partner’s objectives and measurement criteria. These efforts foster trust and clarity, ensuring that communication gaps are bridged by a shared understanding of goals and expectations.

The discussion also delves into the nuances of managing partnerships with companies of varying sizes. For smaller, niche players, Ram notes that dedication often hinges on revenue potential and the depth of integration. A partner’s strategic value isn’t solely determined by size but by how deeply their technology or expertise can be embedded into Infosys’s ecosystem. This requires not just external selling but internal advocacy, as Ram often finds himself championing new technologies within his own organisation before they gain broader traction.

Reflecting on his journey, Ram shares that patience, maturity, and continuous learning are the cornerstones of successful alliance management. He stresses the need for clear objectives, mutual success metrics, and top-down alignment to ensure partnerships thrive. His passion for the role is evident, particularly when discussing how alliances can act as a catalyst for innovation, connecting companies in ways that create unique market opportunities.

For those entering the world of alliances, Ram’s advice is straightforward: define what you want to achieve, ensure mutual benefit, and secure alignment at all levels of the organisation.

Ram leaves listeners with a powerful reminder: in an era where technology and business are increasingly complex, partnerships are not just advantageous, they are essential. The future belongs to companies that embed collaboration into their core strategy, leveraging the collective strength of their ecosystems to drive long-term growth. For Ram, this is more than a professional philosophy; it’s a blueprint for building resilient, innovative businesses in a rapidly changing world.

In the latest returning episode from 2014 of the Collaborative Business Podcast, Laura McCluer shares her extensive experience in fostering meaningful business collaborations. With nearly two decades dedicated to partnerships and alliances, Laura offers a unique perspective on how collaboration is not just a business strategy but the very foundation of organisational success.

Laura’s journey began in marketing and product management, but her career truly flourished when she transitioned into partnerships. She emphasises that collaboration is intrinsic to business, whether internally among teams or externally with partners. For Laura, the distinction between partnerships and alliances lies in the scale and depth of engagement. While collaboration is essential in any business function, alliances represent a strategic commitment to working closely with external organisations, often requiring a higher level of adaptability and cultural alignment.

A key takeaway from Laura’s insights is the importance of understanding the “how” and “why” behind a partner’s operations. She advocates for slowing down the process, asking probing questions, and investing time in building trust. This approach ensures that alliances are not just contractual agreements but dynamic, evolving relationships capable of weathering organisational changes and market shifts. Laura’s philosophy is clear: the real work begins after the contract is signed.

Reflecting on her career, Laura cites her experience as a product manager, where she learned to collaborate with engineers, as a pivotal learning moment. This skill translated seamlessly into her alliance roles, where she often found herself bridging gaps between competitors to deliver value to shared customers.

For those aspiring to enter the world of partnerships, Laura advises gaining diverse professional experiences. The most effective alliance professionals, she notes, are those who have worked across multiple functions enabling them to empathise with stakeholders and navigate complex negotiations.

As the episode concludes, which originally was published just before Christmas, Laura leaves listeners with a thought-provoking reflection: collaboration is not confined to the workplace. Whether during the holidays or in everyday life, the principles of understanding, adaptability, and shared purpose remain universally relevant. Her message is a reminder that at its core, business, and life, is about building relationships that create value for everyone involved.

In this episode of the Collaborative Business Podcast, I sat down with Tim Fitch, co-owner of Invent, a management consultancy working exclusively in the construction sector. Tim’s work spans the full range of the industry, from owner-managed niche suppliers to major clients commissioning multi‑billion‑pound infrastructure, and that vantage point makes one thing unmistakably clear: construction is inherently collaborative, but it still has a long way to go in turning collaboration into consistent performance.

Tim defines collaboration in practical terms: creating more value and managing risk better across a contractual boundary. Projects bring organisations together by necessity, yet the mere existence of a contract, a joint venture, or a program structure does not guarantee that the group will work as one team. A recurring theme in the conversation is that the mechanics matter: systems, processes, governance. But the real differentiators are attitudes, behaviours, and leadership. Tim argues that many teams are willing, capable, and motivated, but become suboptimal when leaders fail to provide clear direction or when decision-making and governance don’t empower delivery teams to act.

The discussion explores collaboration not only between separate legal entities, but also within organisations where silos can be just as damaging as competitive boundaries. As collaboration increasingly becomes part of procurement criteria companies must be able to demonstrate collaborative capability, not just talk about it. Tim shares how Invent supports clients at multiple stages: early opportunity insight, partner formation, tender responses, and assessment-day preparation where collaborative leadership and relationship management are evaluated.

A key focal point is BS 11000, the British standard for collaborative business relationships. Tim explains it as a three‑phase, eight‑stage framework designed to help organisations strategise, plan, and manage relationships with customers, supply chains, internal stakeholders, and other critical parties. While it can feel bureaucratic if followed rigidly, Tim views it as a valuable “gold standard” that becomes most powerful when adapted with experienced guidance, particularly in joint ventures, where partners must be willing to give up some control to gain larger shared benefits.

Whether you work in construction or any ecosystem defined by complex partnerships, this episode offers a grounded look at how collaboration actually works when the pressure is real and the stakes are high.

Collaborative businesses are on the rise, and so are the challenges that come with working across organisational boundaries. In this episode of the Collaborative Business Podcast, previously published in 2014, I sat down with Alex Cameron, director of UK-based consulting firm Socia, to explore what it really takes to make collaboration work when no single person, or organisation, is fully in control.

Alex has spent more than two decades advising and coaching leaders across sectors including transport, oil and gas, and the public sector. His focus is collaborative leadership: the mindsets, behaviours, and operating practices leaders need when success depends on partners who don’t report to them. Early in the conversation, Alex makes a crucial distinction that reframes the whole topic: teamwork and collaboration are not the same thing. Teams often have shared goals, stable relationships, and clear authority. Collaborations, by contrast, are looser, span boundaries, and frequently lack a single “overall leader.” That difference changes everything, from trust-building to governance to how results get delivered.

A key part of the discussion draws on Alex’s experience with London Underground, including a high-profile public–private partnership that struggled because the effort leaned too heavily on contractual detail and too little on managing relationships across the boundary. The result was a cautionary tale: complexity could not be “contracted away,” and conflict displaced progress.

But the episode doesn’t stop at what went wrong. Alex highlights a powerful counterexample in Mike Brown, Managing Director of London Underground, who demonstrates what collaborative leadership looks like under intense pressure. Facing the combined demands of major system upgrades, heightened security realities, and the global spotlight of the London Olympics, Mike and his team invested deeply in stakeholder relationships, alignment, and shared operational focus, turning interdependence into performance.

Along the way, Alex introduces a practical model for collaboration as a three-legged stool: governance, operations, and behaviours/relationships. Over-rely on any single leg, and the collaboration becomes unstable, bureaucratic, vague, or merely “nice” without delivering outcomes.

Whether you lead partnerships, alliances, cross-functional programs, or multi-organisation initiatives, this episode offers grounded insights, and a clear message: effective collaboration isn’t a slogan. It’s a discipline built deliberately, over time.

Collaboration is more than a buzzword, it is a journey, a deliberate process that evolves from consciousness to conversation, from cooperation to true partnership. In this episode of the Collaborative Business Podcast I’m in conversation with William Buist, founder of Abelard Collaborative Consultancy, to explore the nuanced layers of collaboration and its transformative power in business. William’s perspective is rooted in decades of experience, both in corporate environments and as a consultant, where he has witnessed firsthand how collaboration reshapes not only workflows but entire business ecosystems.

At the heart of William’s philosophy is the belief that collaboration is not an instant phenomenon but a progression. It begins with the realisation that change is necessary, followed by open dialogue among stakeholders, be they staff, suppliers, or customers. This phase, which William describes as “cooperative,” is where ideas are tested, trust is built, and relationships are nurtured. Only then does collaboration emerge, marked by aligned goals and a shared vision that transcends individual interests. The result? A significant reduction in the cost of doing business, as the need for constant oversight and realignment diminishes. Trust, as William emphasises, is the bedrock of this process. Without it, collaboration cannot flourish, no matter how promising the initial chemistry might be.

William’s approach to consultancy reflects this belief. Rather than offering quick fixes, Abelard focuses on fostering long-term partnerships, addressing the root causes of business challenges, and embedding collaborative practices into the fabric of an organisation. This philosophy extends to his own business relationships, including a joint venture with leadership coach Bev Hamilton. Their collaboration exemplifies the synergy that arises when complementary skills and shared values converge, creating opportunities that neither could achieve alone. It’s a testament to the idea that one plus one can indeed equal three, when the right conditions are met.

The conversation also delves into the practicalities of collaboration, from the importance of open communication to the role of personal connections in building trust. William’s recommendation to potential collaborators is simple yet profound: take the time to talk, not just about business objectives but about the personal values and experiences that define each party. This human-centred approach fosters an environment where trust can thrive, paving the way for meaningful collaboration.

As the episode draws to a close, William leaves listeners with a powerful thought: collaboration is a journey, one that requires patience, intentionality, and a willingness to prioritise the needs of others. By focusing on what you can do for your potential collaborators, rather than what you stand to gain, you create the conditions for trust to flourish and for collaboration to emerge organically. In a world where business success is increasingly tied to the strength of relationships, this episode serves as a timely reminder that the most enduring partnerships are built not on transactions but on shared purpose and mutual respect.

The word “partnership” is everywhere in business. It was already in 2014, when we recorded this episode, and now in 2026 maybe even more. It’s invoked in pitches, press releases, and strategy decks as if using it guarantees success. Yet, as Dave Brock, CEO of Partners in Excellence, reveals in this episode of the Collaborative Business Podcast, most alliances fail not for lack of opportunity, but for lack of foundation.

Dave, a physicist by training, distills the essence of effective collaboration into an equation: shared resources, rewards, and risks, each cubed, multiplied by shared vision and values, squared. The formula isn’t just a metaphor; it’s a diagnostic tool. If any element is out of balance, the relationship will fail. His insight cuts through the jargon: partnerships aren’t about splitting everything equally, but about aligning on what matters most. Different objectives can coexist, but without a shared why and how, even the most promising alliances will unravel.

Dave’s consulting firm, Partners in Excellence, operates as a living lab for collaboration, with 15 team members scattered globally. Their cohesion doesn’t stem from constant meetings or rigid hierarchies, but from a shared value system: a relentless focus on impact, a culture that balances intensity with joy, and a commitment to continuous learning. Technology enables their workflow, but it’s the alignment on core principles that keeps them effective. This ethos extends to their clients. Dave recounts a rare but telling decision to terminate a client engagement when their values clashed. The client viewed customers as revenue streams; Dave’s team saw them as partners in mutual growth. The disconnect was fundamental, proving that no amount of strategic planning can compensate for misaligned values.

Dave argues that collaboration should be a last resort. His reasoning is pragmatic: partnerships introduce complexity. If you can achieve the goal alone, do it. But when collaboration is unavoidable, when the challenge demands collective expertise or scale, his framework becomes indispensable.

The best alliances aren’t born from convenience, but from deliberate alignment.

Dave’s final message is a challenge to leaders: treat partnerships as commitments, not transactions. In a world where “partner” is often synonymous with “vendor,” his approach is a call for rigour. Whether you’re a startup founder or a corporate executive, the principles are universal. Shared vision and values aren’t optional; they’re the bedrock. Without them, even the most promising alliances will crumble. With them, the potential is transformative.

The strongest partnerships aren’t built on what you can extract, but on what you’re willing to share.

In this latest returning episode of the Collaborative Business Podcast I’m in conversation with Michael W Young. We delve into the evolving landscape of partnerships within the pharmaceutical, biotech, and contract research sectors. An industry where collaboration is no longer a luxury but a necessity for innovation and survival.

Michael’s journey, spanning over 25 years in the industry, offers a unique perspective on why the traditional vertically integrated pharmaceutical model has given way to a networked, alliance-driven approach. The shift, he explains, is driven by the escalating costs and complexities of drug development, regulatory hurdles, and the imperative to accelerate time-to-market. In this environment, alliances have become the linchpin of success. These partnerships are not merely transactional but strategic, fostering shared goals, leveraged expertise, and mutual growth.

A standout theme in the discussion is the rise of service-based alliances, a concept Michael highlights as a growing yet under appreciated category. Unlike traditional procurement relationships, these alliances transform vendors into strategic partners, embedding them into the innovation pipeline. For instance, a contract research organisation (CRO) might collaborate with a diagnostic imaging provider not just for ad-hoc services but to co-develop solutions that enhance trial efficiency and data quality. The result? A win-win-win scenario: sponsors gain best-in-class capabilities, CROs expand their service offerings, and vendors deepen their market relevance.

Michael’s insights are grounded in real-world experience, including a pivotal alliance with an imaging company that redefined how data and commercial strategies could be integrated. His advice for organisations entering such partnerships is clear: clarity of expectations and measurable outcomes are non-negotiable. Alliances thrive when objectives are codified, shared, and revisited, ensuring alignment even as circumstances evolve. Metrics, he argues, should extend beyond financials to capture the intangibles: trust, communication, and the “feel” of the relationship. After all what lingers in memory years later isn’t the data points but the emotional resonance of the collaboration.

The conversation also touches on the broader implications of this shift. The days of corporate silos are fading; today’s life sciences ecosystem mirrors the interconnectedness of industries like automotive and high-tech, where innovation is a collective endeavour. Michael’s call to action was pragmatic in 2014 and still valid in 2026: invest in alliance management as a core competency. Whether through training, networking, or leveraging external expertise, organisations must recognise that collaboration is not a peripheral activity but a strategic imperative.

As the episode closes, Michael leaves us with a thought-provoking reminder: in a world where no company is an island, the ability to forge and sustain meaningful alliances may well be the defining skill of the 21st-century leader.

This episode is a must-listen for anyone curious about the future of collaboration in life sciences, or indeed, any industry where innovation hinges on the power of partnerships. Tune in, and discover how the art of alliance is reshaping business.