Every day in the headlines, we read about people and organizations forming alliances in pursuit of success. In Congress, lawmakers package legislation
with provisions for allies and adversaries alike, all in the name of bringing together the right people to prevail. In business, companies unite to compete
through mergers, acquisitions, and partnerships. Even in reality television, we see the power of alliances as competitors strike deals in hopes of surviving
the contest—and ultimately winning the game.
From Capitol Hill to Wall Street and beyond, we know that partnerships can get the job done. That is why, in the United States alone, 64 percent of executives say that they plan to increase their use of strategic alliances over the next two years, and why 52 percent say that they plan to enter into more joint ventures.1 In dramatic contrast, we also know that partnerships will predictably fail, and often do. Indeed, 70 percent of partnerships do not deliver the results intended.2
In this paper, Harvey Dubin, JMW Vice President, shares valuable insights about why most partnerships fail and, more importantly, what can help make them work. The 6-page paper, which illustrates key points using real-life client examples, concludes with five critical principles that can help organizational leaders ensure their partnering efforts won't fall prey to some of the predictable reasons that make partnerships fail, and ultimately increase the likelihood of achieving extraordinary partnering success.
Download a printable version of this paper »
1 "KPMG: Joint Ventures, Strategic Alliances to Increase." May 2005 summary of KPMG survey available online at http://accounting.smartpros.com/x48056.xml.
2 Numerous surveys say 50 percent to 70 percent of strategic alliances in every industry don't meet expectations. Michael D. Lam, "Why Alliances Fail," Pharmaceutical Executive, June 2004.
