Your Alliances Are Too Stable  

Oleh:

Ernst, David ; Bamford, James

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 83 no. 6 (Jun. 2005), page 133.
Topik: ALLIANCE; alliances; joint ventures; performance measurement; restructuring

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.28 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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A 2004 McKinsey survey of more than 30 companies reveals that at least 70 % of them have major alliances that are underperforming and in need of restructuring. Moreover, JV s that broaden or otherwise adjust their scope have a 79 % success rate, vs. 33 % for ventures that remain essentially unchanged. Yet, most firms don't routinely evaluate the need to overhaul their alliances or intervene to correct performance problems. That means corporations are missing huge opportunities : By revamping just one large alliance, a company can generate $100 million to $300 million in extra income a year. Here's how to unlock more value from alliances : (1) Launch the process. Don't wait until your venture is in the middle of a crisis ; regularly scan your major alliances to determine which need restructuring. Once you've targeted one, designate a restructuring team and find a senior sponsor to push the process along. Then delineate the scope of the team's work. (2) Diagnose performance. Evaluate the venture on the following performance dimensions : ownership and financials, strategy, operations, governance, and organization and talent. Identify the root causes of the venture's problems, not just the symptoms, and estimate how much each problem is costing the company. (3) Generate restructuring options. Based on the diagnosis, decide whether to fix, grow, or exit the alliance. Assuming the answer is fix or grow, determine whether fundamental or incremental changes are needed, using the five performance dimensions above as a framework. Then assemble three or four packages of restructuring options, test them with shareholders, and gain parents' approval. (4) Execute the changes. Embark on a widespread and consistent communication effort, building support among executives in the JV and the parent companies. So the process stays on track, assign accountability to certain groups or individuals.

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