For your consortium
Too much time, money, and frustration spent on collaboration that doesn't run smoothly.
For consortia of 3 to 8 independent defense-adjacent companies that need to deliver together but get stuck in execution. We build the collaboration model with you, attitude, process, and tooling at once, and stay until it actually runs.
The strategic choice to collaborate has been made. The signatures are in place. But in practice, everything stalls. Handovers are fragile. Governance exists on paper but nobody operationalizes it. The alliance has intentions but no execution power.
Every handover that stays manual. Every meeting that leads nowhere. Every agreement interpreted differently by each partner. It adds up to a cost heavier than most consortia realize, because nobody put it on the budget.
| Pillar | 2-3 partners: Direct contact | 5-8 partners: Coordination tax | |
|---|---|---|---|
| AttitudeCulture & trust | Direct contact. Everyone just calls each other. | Cultures clash. Nobody agrees on how decisions get made. | |
| ProcessCoordination | Ad-hoc coordination, works well enough. | Handovers between companies fail. Nobody owns the gap. | |
| ToolingSystems | Email threads and shared folders. | Each partner runs its own system. Nothing talks to each other. |
We build the operational model that makes collaboration productive, not expensive. Embedded across partners until it runs without us.
Decision rights, escalation paths, accountability structures. Between partners, not imposed by one.
Processes that respect each partner's autonomy but enforce collaboration where it matters. Operationalized, not documented.
Collaboration without exposing IP. Partners work with each other's intelligence, not each other's data.
Automated reporting, compliance checks, consortium-wide planning. Eliminating the manual overhead that kills speed.
A governance document nobody enforces is a document in a drawer. A shared platform nobody trusts is an expensive license. The coordination tax is the biggest invisible cost of any alliance, and most consortia never put it on the books.
We map the current collaboration: who the members are, how far apart attitudes, processes, and systems sit, and where the coordination tax is hiding.
Designing the Collaboration Operating Model for this specific consortium: governance structure, decision rights, shared workflows, data agreements. Built to fit, not from a template.
First working collaboration on one shared process. Confirmation the model works before we scale it across the consortium.
Consortium workflows go live. Role definitions operationalized. Reporting set up. Not on paper, in practice.
Training and behavioral design per consortium member. Cultural differences on the table. Not stopping until the consortium operates as one body.
Internal owners per consortium member who can maintain and evolve the model. We shift from builder to sounding board. Present as long as the consortium is active, at the intensity that fits.
Alliances are formed without teeth. We give them execution power.
The strategic choice is made. The execution isn't. Let's see if it's a fit.
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