This paper explores the principal drivers, success and negatives associated with design consultancy and software supplier interaction. I contend that principal drivers have not been adequately investigated in interaction literature. This paper argues that client pressure is the most influential factor driving design consultancy and software supplier interaction. It also highlights that many other principal drivers expressed in past research are client dependent. Success and negatives associated with any alliance are reliant on a plethora of individual factors, some independent, some interrelated, but all of equal importance. The paper offers the recommendation that design consultancies need to be proactive in establishing linkages and feedback channels with their clients, promote cross organisational learning, and to educate one another. This will increase the effectiveness of their interaction with software suppliers
