Select partnerships and relationships to support the extended enterprise
How select partnerships and relationships to support the extended enterprise are reshaped as AGI capability advances.
The bottom line
Roughly 85% of the work in Select partnerships and relationships to support the extended enterprise is information-shaped — already within reach of AI delivery. The question here is not whether it shifts, but which tasks go first and who staffs the residual.
Why: With no child occupations seeded, this score relies on the PCF top-level category lens ('Define and evaluate strategic options to achieve the objectives') and the process description. The focus on 'strategic decisions on make vs buy' and executive mapping of operating models indicates pure knowledge work. Because evaluating partnerships and modeling strategy involves analyzing information and drafting plans rather than physical execution, the process sits firmly in the digital band.
grounded in the economy graph · digital scalar 0.85 · digital
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How the work flows
Trigger: Executive leadership initiates a strategic operating model review or a new product strategy requires capabilities outside core competencies.
- Assess current organizational capabilities and capacity
- Conduct make-versus-buy and in-house-versus-outsource analyses
- Identify domains requiring strategic partnerships or alliances
- Evaluate potential partnership models and financial implications
- Define the target operating model for the extended enterprise
- Select strategic partners and relationship structures
Outcome: A formalized extended enterprise strategy is established with clear make-versus-buy decisions and selected strategic partnerships.