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Managing an Alliance Portfolio
Despite the ubiquity of alliances—and most big corporations now have at least 30—few companies systematically track the performance of their alliances as a whole. On the contrary, intuition and incomplete information guide the decisions of most companies, which fail to recognize performance patterns that might help them remedy weaknesses in the way they create and manage their entire portfolio of alliances.
The take-away: Bringing an alliance portfolio back to health need not be rocket science. This article offers a scorecard to help companies assess and improve the performance of their individual alliances and of their alliance portfolio in general.
Articles provided by The McKinsey Quarterly
© 1992-2003 McKinsey & Company, Inc
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