In a competitive market, firms have to constantly differentiate themselves. Even more challenging is trade-offs between internal innovation to remain competitive and the firms product outsourcing strategy.

To compete with value-based rivals, it is essential and not an option to diversify for talent. CEOs and their Executives need to transform this constraint into strategic advantage. Choosing the right partner make all the difference between winning and exposed teams.

To succeed CEOs must take advantage of the vast resource pool in transforming economies and nurture relationships that drive value-add to his own team and business growth. Clearly a partner that possesses the essential skills to relate to your customer's choice and their business strategy success is critical. But how can CEOs entrust growth-driving tasks to their partners without the fear of strategy exposure.

This problems at hand is not your own but your partner's too. In short, in today's business climate need for sustained growth and survival prospects increase the "process of value creation" an intellectual chain issue and merely not a business idea exposure. Your PDO partner must have skin-in-game and participate in shouldering risks as part of growing together. This means keeping sustained investments for your cause. No single project or for that matter projects that don't sustain profits help any partner in the intellectual chain. R&D is an ongoing cost element- and your partner needs to ensure deliver constantly and this requires employing domain specific talent without being paid. Another critical are remains market intelligence and analysis.

Such partnerships then value intellectual property as a core and can equate to financial prosperity gains. Any loss of such value that aggregates from a collaborative practice can then be seen as losing on a competitive position in the marketplace for growth rather than diluting value which can de-stabilize sustained revenue and business prospects.

Obvious as it sounds, "Genius ain't anything more than elegant common sense". CEOs must discuss value protection strategies with their PDO partners- essentially the same way they would do with their own employees. Motivation, growth path, leadership strategies, challenges, retention and compliance to internal policies- each aspect remain to be extended well beyond their corporate boundaries to PDO partners to ensure the model is fool-proof.

CEOs in turn must consider their PDO firm's sustainability and success. Such rare customer-vendor partnership can really make all the difference- enabling your business to protect its core intellectual property and realize the outsourced benefits that your PDO partners can bring to your products.