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I know, I know, you've always wanted to know, but have been too shy to ask. In this article, I review the situations where a new consortium should and — as importantly — should not, be formed. I also provide a decision tree for determining what activities a new consortium should undertake to increase the likelihood of its success, a description of the infrastructural elements needed to support these activities, and an indication of the stage of an organization's maturity at which the addition of each activity becomes advisable.
In this article, I review the situations where a new consortium should and — as importantly — should not, be formed. I also provide a decision tree for determining what activities a new consortium should undertake to increase the likelihood of its success, a description of the infrastructural elements needed to support these activities, and an indication of the stage of an organization's maturity at which the addition of each activity becomes advisable.
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