This chapter describes two successful virtual organizations and tries to extract features that may have a role in their success. The first, TESA, is the oldest and was on the height of activity in the 80s. The second, RKK, is still increasing its activities. The chapter describes the lifecycle and recognized conditions for both cases. TESA is a network of private companies working for enhancing the competitiveness of the members, where RKK is a network of public schools working as a virtual vocational training vendor and enterprise. These cases seem to suggest that a “change agent” combined with a strategy of “open door” policy, relationship building, and shared benefit is important. ICT was never an issue with TESA but has an increasing importance for RKK, enabling a higher frequency of collaboration. Both cases seem to have an extensive relationship with surrounding infrastructure and mutual benefits.