Plans for Strategic Alliances on the Rise

Nearly one-third of consumer products companies plan to forge new strategic alliances in the upcoming 12 months (30 percent), up 8 points from the second quarter of 2008 according to Pricewaterhouse Coopers

NEW YORK, Dec 4, 2008


Chrysler Presents Reorganization Plan to Congress

“To further enhance its product portfolio, support growth, and improve its cost structure, Chrysler continues to aggressively pursue strategic alliances and partnerships.

CEO Robert Nardelli – Online News Desk

I’ve been seeing heads lines and lead-in like these of late. And while I am heartened that companies are recognizing the value of strategic alliances, it drives me nuts to see them positioned as the last ditch attempt to revitalize an ailing company. One wonders if these companies had engaged in strategic partnering prior to hardship, if they would be much stronger position to weather the economic climate.

Never-the-less, a lesson learned late is better than never.

As noted in previous artlicles and blogs, the reasons to partner for growth, is the reason to partner to reduce to costs and risks. The reason is the leverage of strategic alliances – the more for less benefit of shared risks, costs, and rewards. But what also goes along with that is shared CONTROL! Ahaa! maybe now we are getting to the crux of the matter. Shared control is not always easy for the X / alpha personality commonly in leadership roles in many organizations and it is critical to the success of any partnership. Organizations must be willing to give to get. They must willing to invest in the time and attention to collaborate rather than to dictate. And when youare finally resolved to askfor help froma partner, perhaps that is the time you are more willing to collaborate.

Alliance management is part operational skill and business acumen, but anothervital job skillis the ability to collaborate and more importantly the abiltiy to coach, lead, and influence others to do so.