The best partners to emerge from the crisis

The best partners to emerge from the crisis: choosing the right alliance in 2025

As the global economy continues to digest the aftermath of health, geopolitical, and technological shocks, many European companies find themselves in a paradoxical situation: constrained by residual inflation and talent shortages, but propelled by rapid advances in generative AI and new public stimulus measures. For the exit from the crisis to be more than just a rebound, choosing the right partners has become a strategic procedure in its own right, a true "navigation plan."

Two approaches to the crisis: wait or act

Since 2020, observers have distinguished two types of companies.

On one side: those who hope for the return of a bygone normality and remain still.

On the other: those who accept that the crisis has become permanent and take action in a test-and-learn mode. Data confirms the value of acting: a McKinsey study shows that organizations deemed "resilient" created 10% more market value between 2020 and 2023 compared to their less adaptive counterparts. Action, even imperfect, thus protects competitive positioning.

Why partners are crucial in 2025

Partners, whether internal, external, or institutional, function as buffers: they share financial risks, provide absent expertise, and accelerate time-to-market. The European Commission formalized this in its May 2025 "SME Relief Package": cooperation between public actors, investors, and sector networks is the best lever to secure the cash flow and innovation of SMEs.

Four categories of partners and what they truly bring

First, mobilize internal teams: this is the most reactive talent reserve. Their industry knowledge and anchoring in the company culture and prevention work allow for immediate implementation. However, without appropriate governance, their ability to "do things differently" remains limited.

Next come the consulting firms. Their role is to map risks, produce comprehensive diagnostics, and estimate exit scenarios. However, 2025 rankings show increased pressure on their margins and a focus on missions with quick impact.

Agencies complement the alliance. They make visible the pivot being made and strengthen stakeholder trust when the situation may seem unclear. Their challenge remains demonstrating a concrete ROI, especially in times of cost pressure.

321 positions itself as a bridge between strategy and execution, offering four services:

Strategy: analyzing and assessing new businesses or spin-offs;

Studio: turning ideas into products or services in record time with exceptional UX;

Scale: accelerating growth by surrounding yourself with experienced Partners;

Partner: identifying startups that will help accelerate your business.

Combining partners in a coherent plan

For a plan to work, the key is not to multiply alliances but to sequence them:

Shared diagnostic: involve internal teams and external resources to measure the gap to be crossed.

Rapid prototyping: engage an external company to translate the vision into a measurable POC.

Industrialization: transfer the POC to internal entities via a "Scale" system supporting processes and skills.

Amplification: activate communication resources to consolidate reputation and prepare entry into new countries.

Each phase corresponds to a precise procedure: milestones, decision thresholds, governance bodies. The important thing is to maintain the "company culture and prevention" by establishing a shared dashboard for all partners.

Placing prevention at the heart of action

The crisis is no longer a parenthesis; it sets a permanent stage. Success, therefore, depends on a clear mission: install prevention as a reflex, choose the right partners for each phase, and manage a simple but evolving plan. By keeping this procedure agile, each company finds its place in the 2025 economy and turns uncertainty into a growth accelerator. The exit from the crisis is not an isolated sprint; it is a collective relay where each action, each alliance, builds a more resilient future.