How to Make Strategic Alliances Work Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

A new study shows that among today's numerous strategic alliances, the most successful in the company with a department specifically designated to oversee alliances. Management Professor Jeffrey H. Dyer, Prashant Kale, and Harbir Singh came to this conclusion after conducting an in-depth study of 200 companies and their unions in 1572. They intended to find out why some companies are unions effectively when others fail. They found that organizations such as Hewlett-Packard, Oracle, Eli Lilly & Co, and Parke Davis, which are released during the generation of the value of alliances, there is a special function of the strategic alliance. Company with a dedicated function were better at solving problems related to the four key elements of alliance management: Knowledge management, external appearance, internal coordination and accountability. A special function, the authors show, serves as a focal point for training and to attract feedback from previous and current unions. He systematically establishes processes to formulate, documents, organize, and share of the alliance know-how. One of the benefits of an alliance function is that it forced companies to create metrics to measure the effectiveness of their unions. A regular assessment warned top managers to intervene when a particular alliance fought. Many companies with dedicated alliance functions reported codification alliance management. They create guidelines to help with specific aspects of the life cycle of the alliance, such as the choice of a partner or alliance talks. If done correctly, the selected features of the alliance offer domestic legitimacy alliances to help in setting strategic priorities, and draw on the resources of the company. "Hide
by Jeffrey H. Dyer, Prashant Kale, Harbir Singh, Harpreet Singh Source: MIT Sloan Management Review 9 pages. Publication Date: July 1, 2001. Prod. #: SMR068-PDF-ENG