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euphoria. If the opposite scenario occurs, there is a feeling of disillusionment and concern. |
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Overall, both scenarios are generally short-lived and may not be the entire picture. One would hope that appropriate due diligence was exerted by both parties prior to consummation of the deal, but it is not uncommon to uncover certain facts or surprises when the actual work gets started. |
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Also, during this time, both partners generally experience mixed emotions. The company that originated the idea or technology may start having feelings of incompetence. This is often due to the perception that we could not do it ourselves, or we couldn't do it right, or our management did not have enough faith in us to think that we could do it right at a reasonable cost and on time. Therefore, a partner had to be found. In addition, the partner may adapt the feeling of NIH: Not Invented Here syndrome, where there is rejection of the idea or it is relegated to a low-priority position in the general scheme of work on a personal level. Partners may also take a position of perceived superiority assuming the same reasons the originator did and believing they are the white knight to save the project from ruin. All of these ideas and perceptions will exist to some degree in both organizations. In entering this phase of the partnership, these points must be understood, and effectively addressed early. |
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A lot of the good, bad, and the ugly will appear during this time. However, it also has to be understood that this period forms the basis of a long-term relationship and that the overall success of the alliance can be significantly affected, positively or negatively, during this time. If the euphoria, concerns, and/or problems can be dealt with proactively, quickly, efficiently, and with a spirit of cooperation, a positive basis for the future of the alliance can be built. If the opposite occurs, either real or imagined, the seeds are sown for a rocky relationship. |
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After the honeymoon, the alliance moves into a phase when both parties should be actively involved in the project. This is also when both parties are still getting to know each other, learning to work within their partner's company culture and operations, and trying to make progress in the project. During this time, all of the procedures, practices, and processes that were defined up-front are tested. As with any new venture, when new activities are implemented, there will be times when they obviously do not work and must be revised and new ideas will be proposed. Modifications must be made, some procedures must be changed, others deleted, and, at other times, new ones must be developed, based on the evolving environment of the new alliance. A word of caution must be interjected here. It is always |
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