If you want to go far, go (together) with others. - Proverb
Many of us continue to meet the challenges of the 21st Century by presenting and leading as our authentic selves. By tapping into the core of who we really are and what truly motivates us, we are better able to access and reflect soul, spirit, creativity, resilience and ingenuity.
By operating as "authentic brokers," we create, learn, serve, produce results and add value to our families, institutions and communities at a higher level. The truly realized among us, are able to amplify their efforts and increase their outputs, by employing strategies that enable them to create synergy, a process that makes the sum of 1+1 equal 3 and not 2. Synergy can be achieved through collaborative processes such as strategic alliances and partnerships. As in any effective relationship, a successful alliance requires that each party observe and be bound by certain rules of mutuality and reciprocity. The following guidelines were designed to help authentic brokers create and maintain mutually beneficial and value-adding strategic alliances and partnerships.
Strategic Alliance Success Factors
1) Have a clear strategic purpose. Integrate the alliance with each partner's
strategy. Ensure that mutual value is created for all partners.
2) Find a fitting partner with compatible goals and complementary capabilities.
3) Identify likely partnering risks and deal with them when the alliance is formed.
4) Allocate tasks and responsibilities so that each partner can specialize in what it does best.
5) Create incentives for cooperation to minimize differences in corporate culture or organization fit.
6) Minimize conflicts among partners by clarifying objectives and avoiding direct competition in the marketplace.
7) If an international alliance, ensure that those managing it should have
comprehensive cross-cultural knowledge.
8) Exchange human resources to maintain communication and trust. Don't allow individual egos to dominate.
9) Operate with long-term horizons. The expectation of future gains can
minimize short-term conflicts.
10) Develop multiple joint projects so that any failures are counterbalanced by
11) Agree upon a monitoring process. Share information to build trust and to
keep projects on target. Monitor customer responses and service complaints.
12) Be flexible in terms of willingness to renegotiate the relationship in terms of environmental challenges and new opportunities.
13) Agree upon an exit strategy for when the partners' objectives are achieved or the alliance is judged a failure.
B.Gomes-Casseres, "Do You Really Have an Alliance Strategy?" (1998) - "Strategic Alliances for the 21st Century," Strategy & Leadership
A.C. Inkpen and Li, "Joint Venture Formation: Planning and Knowledge Gathering
for Success," Organizational Dynamics