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    Strategic Collaborative Partnering
    Strategic Collaborative Partnering
    Strategic Collaborative Partnering
    Ebook108 pages1 hour

    Strategic Collaborative Partnering

    By Shelly Caref

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    About this ebook

    Understanding the failure points in strategic partnering is more important today than ever before, only because the commercial world is using this business model to solve global crisis capitalism problems through the joint process of expanding new markets, creating new products and selling. All published strategic alliance surveys tell us that almost half of all partnerships will either fail or never fully achieve the expected results. This is an unacceptable number for any business or organizational leader. Strategic Collaborative Partnering was written to provide a) the scientific theoretical explanation of why this happens and, b) a successfully demonstrated practical approach to increase the success rate for these complex partnerships.

    This book provides a dialectical approach to understanding strategic alliances. It demonstrates that while it is an art to manage these complicated relationships, it requires the scientific understanding to connect the two processes. It starts with a scientific analysis of the key components to strategic partnering, and then a synthesis of what is required to govern and build them successfully, concluding with an understanding of human ecology.

    It is divided into three sections starting with the analysis of the basic building blocks to complex partnering relationships, which are political, social, economic and culture. The analysis helps the reader understand where the problems are and why understanding these elements are important. The key problems illuminated are the contradictions internal and external to companies. One is that we ask employees and leaders to be competitive and then ask the same people to act collaborative with others. A second one is that most, if not all, companies are built organizationally with a silo infrastructure reporting up to a pyramid hierarchy and then we ask those same people to act with interdependence across silos.

    The second section is the synthesis of the same elements but based on successful best practices, how to assemble them correctly. This section is about the construction of a governance model for any strategic partnering relationship, large or small, local or global. The contradictions mentioned above are barriers to success and what we will find is that only a governance model that is built as an umbrella over the partnership based on collaboration and interdependence can work. Based on these two elements, an alliance manager can create a governance model that includes the joint value proposition, shared strategy, leadership teams, communications and how to apply metrics for all of the elements.

    The last section is something very novel and is about the human ecology. All problems in partnerships or alliances are human made and human solved. It is in the organization of humans that the problems and solutions are exhibited, so this section is dedicated to understanding how we learn, how we think, how we use our social intelligence and what makes up good teams.

    When taken all together, the analysis, the synthesis and the human ecology components, this book seeks to both explain how partnering can be built successfully and why it works well when organized based on collaboration and interdependence.

    LanguageEnglish
    PublisherShelly Caref
    Release dateOct 6, 2012
    ISBN9781301236015
    Strategic Collaborative Partnering
    Author

    Shelly Caref

    Espanol abajo.Shelly Caref was born in Germany right after the war in 1946. His parents were of Soviet and Polish descent. They all migrated to Chicago in 1949, where Shelly spent his formative years working as a teenager and young adult in steel factories. He completed his military service during the Viet Nam war, writing articles for an underground newspaper that was opposed to the war. He then returned to university to get his bachelor in electronic engineering and a masters in information systems with one year towards a PhD in organization behavior. He currently is an organic farmer, writing about his new experiences in South America.Sheldon Caref nació el 14 de septiembre de 1946 en Alemania de padres procedentes de la Unión Soviética y Polonia. Su padre abandonó Bialystok (Polonia) a principios de la Segunda Guerra Mundial para unirse al Ejército Rojo y luchar contra los nazis. Allí conoció a la que sería su esposa quien trabajaba en una fábrica de granadas. Salieron de la Unión Soviética después de la guerra para buscar a algún miembro de la familia que estuviera vivo en Polonia, pero descubrieron que todos fueron asesinados, por lo que continuaron viajando hasta Alemania.La familia se mudó a Chicago en 1949, donde vivía una prima, su única familia sobreviviente de la guerra, donde Sheldon pasó sus años de formación. Asistió Lane Technical High School, una de las mayores escuelas secundarias en los EE.UU. dedicada a la formación industrial. Más tarde se fue a la Universidad de Illinois para estudiar ingeniería eléctrica, pero se retiró para luchar como activista contra la guerra de Vietnam. Posteriormente se alistó en el Ejército de Estados Unidos y pasó dos años como instructor de generadores de energía, mientras que a la vez redactaba artículos para un periódico clandestino contra la guerra y racismo en los EEUU.Al salir del ejército trabajó en diferentes fábricas del sector metalúrgico. Fue entrenado como mecánico diesel, de maquinaria de molinos y maquinista. La mayor fábrica en la que trabajó y en la que fue elegido representante sindical fue Inland Steel, con 25.000 trabajadores y la Western Electric, también de 25.000 trabajadores.Posteriormente volvió a los estudios universitarios en Purdue y más tarde en la Universidad DePaul, donde recibió su título de grado en Ingeniería Electrónica y la maestría en Sistemas de Información. Pasó casi 35 años trabajando en el campo de las telecomunicaciones, computación y electrónica con algunas de las corporaciones más grandes del mundo que incluyen Cisco Systems, Rockwell International, Bell Canada, Deutsche Telekom, Avaya y Northern Telecom. Sus últimos diez años los pasó desarrollando un modelo altamente valorado en Alianzas Estratégicas entre grandes corporaciones, que incluyen HP, IBM, Nokia y Motorola, escribiendo un libro que explica el modelo denominado “Strategic Partnering”.En el año 2010, junto con su esposa, Nelly Navarrete (de Riobamba) se trasladó a Ibarra en el norte de Ecuador para vivir en una finca. Fue allí donde tomó contacto con la agricultura, y transformó el suelo desde el método convencional de producción agrícola a la orgánica y en el proceso aprendió el valor de esta nueva, basada en el beneficio de la ciencia y la tecnología.La idea de escribir el libro comenzó cuando descubrió que su hija mayor desarrolló cáncer de mama y su investigación demostró una fuerte vinculación de los pesticidas en los alimentos con dicha enfermedad. Siguió estudiando en profundidad sobre el tema cuando se enteró de que la diabetes tipo 1 su nieta que tiene desde los 2 años, también tiene una relación con los alimentos con pesticidas. Su pasión por la verdad en la agricultura condujo a una investigación global de lo que los agricultores orgánicos y académicos están haciendo de manera diferente para evitar la destrucción de los seres humanos y el medio ambiente por culpa de la agricultura industrial o convencional y su intensivo uso de químicos.

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      Book preview

      Strategic Collaborative Partnering - Shelly Caref

      Strategic Collaborative Partnering

      By Shelly Caref

      Copyright 2012

      Smashwords 2nd Edition 2016

      ****

      Smashwords Edition, License Notes

      This ebook is licensed for your personal enjoyment only. This ebook may not be re-sold or given away to other people. If you would like to share this book with another person, please purchase an additional copy for each recipient. If you’re reading this book and did not purchase it, or it was not purchased for your use only, then please return to Smashwords.com and purchase your own copy.

      Thank you for respecting the hard work of this author

      ****

      Table of Contents

      Preface

      Introduction

      Chapter 1 Analysis of Strategic Alliances

      Partnering Problems

      Everything Fails Eventually…What's in Place to Mitigate It?

      Services Strategy and Model of Operations

      Solutions

      Ecosystems

      Summary of the State of Alliances

      Two Critical Success Factors

      Partner Taxonomy and Governance

      Governance Framework

      Chapter 2 Strategic Collaborative Partnering – A Governance Model

      Value Proposition - Purpose

      Strategic Initiatives

      Governance Implementation

      Strategic Collaborative Partnering, An Overview

      Chapter 3 An Understanding of Human Learning

      Why it Works

      How We Learn

      How We Think

      Team Success Factors

      The Social Brain and Emotional Intelligence

      Conclusion

      About the Author

      Acknowledgment

      Bibliography

      ****

      Preface

      there’s no success like failure. And that failure’s no success at all.

      Love Minus Zero/No Limit, Bob Dylan

      Since the beginning of time, man has been using strategic alliances as a method to survive. Our human ancestors began their mission in life over 200,000 years ago starting from the fertile crescent valley in northern Africa, primarily wandering throughout Africa, Eurasia, Australia, and after the last ice age receded 13000 years ago, populated the Americas within 8000 years. We began as hunters-gatherers in small bands of 30-50 related kin during the Paleolithic Stone Age era, all living dependent of each other and by the end of the Paleolithic era, bands grouped into tribes. These groups were formed to strengthen and improve their ability to hunt and gather.

      The bands had no formal organization, were very egalitarian, and decisions were made by consensus with the older and wiser members providing guidance. Tribes were the beginning of organization and led by councils. Bands coming together to form tribes marked the beginning of strategic alliances and we have been using alliances ever since. Social collaboration enabled man to learn and apply best practices.

      There is a long history to strategic alliance bonding and so it continues both politically and in business. In general, alliances do not last long. Of course there have been exceptions and they were generally political, such as the North Atlantic Treaty Organization, a military alliance since 1949 between the US and Europe. Two other well-known alliances occurred during World War II with the Allies known as US, Northern European nations, the USSR and the British Commonwealth in a battle against the Axis powers of Germany, Italy and Japan. At the end of the war, new alliances were formed and new cold war battle lines are created separating the global power centers.

      As the geopolitical world changes, so do the alliances formed between countries. The same has been true in business for many of the same reasons – power, markets, economy of scale and survivability.

      There is a natural evolution to this dynamic process of alliances being formed and then dissolved. This is due to the external and internal contradictions that change with each new successful stage of an alliance lifecycle. Yet with all of the extraordinarily deep-rooted history, experience and knowledge gained throughout the millennia, we still succeed at only a little more than half of all business alliances.

      The current global and national economic environments have forced more corporations to use this tactic to grow business through expanded use of the partner’s markets, products or customer base. Just as companies use machinery to increase productivity for greater profit, an alliance is the building of a larger virtual machine that combines the capital and operating assets of several companies to further increase profits, increasing productivity. An alliance between engineering firms basically gives both companies access to the other capital whether engineering resources or production machinery. The same is true for intellectual property, sales organizations, etc.

      As the economic world crisis increases, companies are forced to engage in developing alliances more and more. Yet while our success rate has improved slightly, still almost a third of these alliances fail. Economists have studied the use of capital and all of its economic and financial tools, but hardly anyone does this for alliances.

      The typical current business alliance rarely lasts longer than five to seven years, which by definition, makes them temporary arrangements. This is because they are generally based on very narrow and specific goals. When alliance goals are attained, its usefulness is complete and usually terminates or advances to new goals, unless the alliance advances into a joint venture or a merger.

      At the same time there are new types of alliance partnerships have been created resulting from a natural evolutionary process unique to corporate cultures and financial requirements that allow for the creation of ever changing models of strategic alliances. This requires analysis and in-depth understanding of how we can take this business tactic and make it a predictable model for success to ensure that the constant creation of new alliance forms achieve expectations. The high degree of failure presents an ever pressing need for a successful new alliance model.

      The growth of strategic alliance partnering comes at a time in modern business culture of contradictory forces between traditional hierarchical rigid corporate structure and the requirement to create open collaborative relationships. The question that needs to be resolved is this, can companies that are dominated by a command and control environment, top down decision making, and deploying fierce competitive actions be successful in an open, transparent partnership that requires a very different corporate culture model to succeed? A model needs to be created that solves those contradictions and also creates the kind of culture that prevails to support alliances with companies that are sometimes both collaborative and competitive.

      We have built a very complex enterprise society as our organizations in commerce need to increasingly compete and collaborate with each other globally. Competition and collaboration do not naturally lead to alliance partnering as an outcome and in fact, is why they are very likely to fail. The trick is to create an overlay above or a virtual organization to convert the legacy characteristics of a competitive company so that collaboration becomes the external characteristic of work and both partners win in the process.

      Companies enter into partnerships primarily for strategic reasons but can strategy alone ensure success? A partnership of companies is really a strategy that is based on relationships between people within the companies who need to translate it all into achievable, quantifiable tasks for expected results. Even if

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