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The case covers the use of partnerships by a business development group of Motorola to gain quick access to new, complementary technologies and highlights how Motorola manages collaborations with smaller, entrepreneurial firms. The case ends with questions about how Motorola will jockey for position in an ecosystem formed by its customer, BT. This case illustrates the role of business development in creating and managing partnership networks. It also explores: (1) the tension between value creation and value capture in partnerships ecosystems; and (2) how entrepreneurial companies co-operate with large established companies.