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March 12, 2020 | Publication
In the second report of the C-Suite Challenge™ 2020 survey, more than 1,500 CEOs and C-suite executives were asked to express their views on the objectives, traits, and barriers of implementing external collaboration initiatives with traditional and nontraditional partners and competitors. The report focuses on the disparities in opinions of CEOs and C-suite executives regarding the factors driving external partnerships, the market economies these initiatives are focused on (mature or emerging), and the skills and competencies needed for a successful establishment.
ARTICLE
In the second report of the C-Suite Challenge™ 2020 survey, more than 1,500 CEOs and C-suite executives were asked to express their views on the objectives, traits, and barriers of implementing external collaboration initiatives with traditional and nontraditional partners and competitors. The report focuses on the disparities in opinions of CEOs and C-suite executives regarding the factors driving external partnerships, the market economies these initiatives are focused on (mature or emerging), and the skills and competencies needed for a successful establishment.
The Conference Board’s annual C-Suite Challenge™ 2020 survey finds CEOs and C-suite executives believe that collaborating externally with nontraditional partners is critical to remaining competitive. Take for instance the Toyota Motor Corporation, currently the most profitable car maker on the planet, but one that, according to The Wall Street Journal, “doesn’t feel it can face the future of the auto industry on its own” and has recently joined in a series of alliances with nontraditional partners and competitors—a strategy it calls “creating friends” to share the burden of technology investments.1
Our responding CEOs say their external collaboration strategies are driven by a desire for strategic growth, to reach new audiences and markets,
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