In today’s economy, strategic alliances are a competitive advantage. While attractive rates of internal growth are hard to sustain and fluctuating share prices make acquisition valuations a challenge, savvy companies are increasingly turning to alliances to enable them to penetrate new markets, develop technology, and better manage their supply chain and customers.
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Workforce, December 2002

…And how can HR get them back? Corporate heroes are retiring and disappearing in disgrace. The nature of leadership is changing. And HR is helping to fill the vacuum with a galaxy of new stars.
By Shari Caudron

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December 02, 2002

Many supply relationships would generate far more value if they were managed like alliances. A supply alliance that looks costly in the first stages of development may create great returns in the last stage of development. However if the relationship is seen purely as a supply process, there is little chance of it maturing into a life-stage where the maximum financial benefit is realized for all concerned.
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September 2000

THERE IS NO SUCH THING AS A “MERGER OF EQUALS”
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May 1997
CEO Refresher

Why do fifty-five percent of alliances fall apart three years after conception? How can the potential for alliance success be increased?
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Northeast Pennsylvania Business Journal
By: Christine Fanning
12/05/2002

The idea of teamwork conjures up images of pleasant, intelligent people, generously and patiently collaborating around the conference table.
It’s an ideal toward which all companies strive.
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