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Relationships have soured because of unrealistic expectations of what the alliance can do, is willing to provide, or will deliver in either product/project, information, or economic terms. In either case, these types of reasons for messy divorces are mainly the result of insufficient preparation and investigation before the deal is consummated. This factor is one that can be either internal or external. Therefore, as mentioned previously, a complete internal assessment and an evaluation of the potential partner must be done and done well to avoid future pitfalls. |
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Of course, there are clear success stories as well, where everything goes as expected and true outcomes are realized. In some cases, there are defined outcomes over a certain period of time as measures of the success. In other cases, there are different measures of success for each respective partner. If the goals and critical success factors are synergistic, or, at least, not detrimental to the other party, it is much easier for both companies and the alliance to succeed. The experience that companies have in dealing with partners varies and has an impact on the potential success of future alliances. Therefore, if your particular company has been involved with many alliances, there is a greater likelihood that future partnerships will succeed. Based on actual hands-on experience, you know the types of things to look out for, the things to do up-front, and the kinds of partnerships to develop. |
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Likewise, companies that have had bad experiences with alliances of any sort will probably tend to shy away from them in the future or create a situation that is so one-sided that a partner never really feels like a partner, but rather as an associate or a contractor. In either of these cases, a large part of the potential benefit that could be gained from an alliance is often lost. |
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First time players in the alliance/partnership game can be viewed as being either at an advantage or disadvantage. Because of their lack of pertinent hands-on experience, they may overlook some of the basic elements necessary for building successful alliances, or they may be fortunate enough to pair up with a company with a positive history of partnerships that can help guide the way. The disadvantages are obvious. Liberties can be taken by the partner and unfair terms and conditions can be stipulated, all of which can detract from the potential value that could be gained from an alliance. |
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We have to remember that an alliance should have an outcome greater than the sum of the individual players. Both partners need to feel trusted, respected, and comfortable that they are or have benefited from the time and effort spent in the alliance. If not, perhaps one or both did not bring |
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