Larraine Segil is a renaissance woman. Wikipedia describes her as a South African-born entrepreneur, attorney, advisor, lecturer, author, board member and urban farmer. Here you will find lots of free valuable information on Alliances, Leadership, Cross Border Challenges and more. You will have access to Larraine's books, articles, videos, seminars and conferences on a variety of topics. Register for Larraine's FREE newsletter which will keep you on the cutting edge regarding business insights on alliances and other management topics as well as discussion forums for you to share your challenges with us and some of the thousands of executives who have participated in our alliance, strategy, leadership and cross cultural programs. All of this is available to you - Register Now! If you already registered, just log in below.
In her ‘spare time’ Larraine is also ROCKIN’ GRANDMA! Visit her Rockin' Grandma Music site.

By Larraine Segil
November 2005 Supply and Demand Chain

Companies that manage complex supply relationships as though they were partnerships reap mutual benefits instead of harmful competition for both parties. Here are the fundamentals of how you can get started, too.
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The evolving saga of America’s CEOs

By Ron Scherer | Staff writer of The Christian Science Monitor

At first blush, the Carly Fiorina story seems like that of a highly visible female CEO perceived to have failed. But her firing as head of Hewlett-Packard sheds some light on how business is changing, no matter what the gender of the person in the corner suite.
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Measuring What Matters

Metrics Matter
By Larraine Segil
Financial Executives International, December 2004

It’s an unfortunate fact that 70 percent of alliances fail, yet, ‘going it
alone’ doesn’t make financial sense. Forging successful partnerships is critical
for giving companies a strategic advantage, and the way to ensure they work is
expressed in one word: METRICS.

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Tying the Knot

American Executive
November 2004

Large companies say they’re looking to alliances to provide up to 70% of their growth. So why are we still so bad at business marriages?
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Bloomberg Interview

Larraine Segil on Bloomberg March 2004

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Fine-Tune That Alliance

Business Week

http://www.businessweek.com/smallbiz/content/feb2004/sb20040210_2316.htm
By Karen E. Klein in Los Angeles

A strategic partnership can make a lot of sense, but only after all parties agree on some basic rules and protocols
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Doubly Blessed?

Integrating Hewlett-Packard and Compaq may have been the easy part. Can HP now beat Dell and IBM at their own game?
Roy Harris, CFO Magazine
September 01, 2003
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Building Alliances That Stick

By Todd Datz
August 15, 2003, CIO

A partnership guru provides some pointers on developing lasting relationships..
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Dynamic Leader – Adaptive Organisation

Commitment

Emotional commitment is critical for being an effective dynamic leader. For these leaders, commitment is about emotional vesting, perseverance, and passion. The sense of reward they derive from their accomplishments feeds more than their pocketbooks: It feeds their souls.

The word “emotion” is used with restraint in business. It is often equated with weakness and instability. Emotional vesting does not mean losing emotional control. Nor does it mean burdening your coworkers or superiors with emotional problems. Emotional vesting means that the individual has the capacity to have strong and passionate expectations for positive results. It means working with commitment and not clocking in and out on a rigid schedule, but rather as the workload and projects demand. Vesting in the activity means that the desire for success is high — and so are the rewards.

The Environment for Emotional Vesting
Some shortsighted companies may rationalize a high level of emotional vesting by individuals as an excuse not to be concerned about the organizational environment. If employees love their work, the might say, then the working conditions will not matter. That is a very dangerous rationalization, though it may work in the short term.
But, as pressures of growth and market changes case work to be restructured or redefined, the environment and the corporate culture will become a more compelling factor in attracting or retaining people. Lack of attention to a consistent corporate culture is certain to drive away emotionally vested dynamic leaders. What is common in highly political and bureaucratic organizations is that the emotional vesting is psychologically beaten out of people.
Eventually, they protect themselves emotionally from such hurt by not giving their all to make success happen, individually or organizationally.
One sure-fire way that organizations can foster emotional vesting is through fun. Says Valerie Salembier, publisher of Esquire magazine, “The Esquire staff is incredibly committed to what we are doing, but it’s also fun. We’ve created a work environment where there is a lot of laughing going on.
There are so many ups and downs every single day, it is like a big roller coaster ride. As such, one needs to make sure that the people on the team are enjoying what they do so that they can leave at the end of the day happy. All of us believe passionately in this magazine, and because of that we can create the best product and do the right thing for the customer.”

Strategy Insight: ALIGNING THE INTERNET

June 2000
ALIGNING THE INTERNET AND CUSTOMER SERVICE

Online customer support is the wave of the future. As e-commerce continues to surge, the most effective way for a company to improve customer service and enhance customer retention is to web-enable its call center. Industry trends point clearly to heightened customer use of e-mail and Internet requests, with expected response times diminishing from hours to minutes.
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