Konstantin “Stan” Ponomarev · konstantin.ponomarev@ohmymail.net · (645) 205 7472
01 / THE CHALLENGE
The problem to solve.
A conventional procurement approach could over-engineer commodity purchases and under-protect differentiating capabilities. Speed, customization, ownership and external commercial value had to be considered together.
THE DELIVERY LOGIC ILLUSTRATIVE MODEL
02 / KEY DECISIONS
Where I focused.
The central trade-off
Speed to value and long-term ownership did not always favor the same contract. The framework distinguished commodity capabilities from strategic differentiation before selecting the partnership model.
- 01
Separate commodity from differentiation.
For mature market capabilities, licensing could provide the shortest route to value. Bespoke development needed a reason grounded in a distinctive operational requirement.
- 02
Make ownership part of the initial decision.
Distinguished shared-IP co-development from company-owned custom build. Data requirements and the desired independence from vendor roadmaps were decision inputs.
- 03
Create a route for commercialization.
Included a joint-venture or spin-out model when a capability had external market potential. A concise guide and model-specific templates translated the taxonomy into repeatable use.
03 / THE OUTCOME
What changed.
- Four engagement models were documented with different selection criteria and ownership implications.
- A two-page guide supported program directors in choosing the appropriate route.
- Model-specific templates provided a common starting point with legal and procurement input.
04 / MY ACCOUNTABILITY
A clear line of ownership.
I designed the decision framework as part of portfolio governance. Legal and procurement owned their professional approvals and contract terms. This case does not assert a quantified procurement saving or that every partnership model resulted in a completed deal.
WORKING PRINCIPLE
Choose the relationship around the capability and its future ownership.
Working on a similar challenge?
Let’s discuss the decisions, lessons and experience behind this work.
Discuss this experiencehttps://www.ponomarevkk.com/work/vendor-strategy/