The significance for corporate competitiveness of the use of revolutionary new materials and associated technologies is noted, as is the need for organisations to find ways to bring these novel outputs to market faster. Key knowledge to achieve this may reside outside the competencies of individual companies, and deep within the science base. New partners and alliances may be needed. This paper reviews models of technology and information transfer, quality improvement and change management, and notes a general weakness in the application of new technologies revolution. The weakness relates primarily to the assumption that the process is unidirectional and linear. Alternative models are presented and discussed, including a development of Deming's view of production as a system (1988). A case study is presented in alliance formation and information technology transfer. A method by which the principles proposed might be implemented, the rolling team concept, is presented. It is concluded that the revised systemic model of the implementation of the development of new products and services from a new materials technologies base can be adopted with advantage, but that a full understanding of the concept and implications of the model by the participants is essential.