Doz and Hamel review the trend toward partnering by corporations of all sizes often prompted by swift changes in technology and global competition. They provide guidelines for what works and what often results in failure when two organizations join forces informally (without contributing capital) to reach a common goal. The purpose of the book is to help managers and their companies be more successful in creating and guiding their strategic alliances. Suggestions are provided for an alliance’s management, including assessment of each partner’s contribution, the issue of task assignment, and how to measure success. The authors contend that alliances are favored by the avid but cautious learner, often resource poor and ambition rich, who therefore uses resources sparingly and makes a big commitment only when a positive outcome is reasonably certain. At the same time, they characterize acquisitions as options for rich companies that can buy whatever they need. This is a must-read book for anyone involved in or contemplating a strategic alliance. — Mary Whaley
Click to Add the First »