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Managing Strategic Alliances: A Model of Critical Success Factors

by David N. Rasmussen

How do you know whether or not you have an excellent strategic alliance? What are the critical success factors that contribute to a productive, enduring, and profitable alliance? Does the very nature of the relationship mean that you always must work with the same partner? How does the concept of "coopetition" apply to strategic alliances?

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Managing Strategic Alliances: A Model of Critical Success Factors15 April 2006

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Cutter Consortium, founded in 1986, is a global IT advisory firm helping organizations forge solutions to the business technology challenges they face. Through its research, consulting, and training, Cutter assists enterprises as they create, implement, and maintain IT systems and organizations that support business objectives and encourage innovation. Cutter pushes the thinking in the field by fostering debate and collaboration between thought leaders from different domains, countries, and disciplines. As a completely independent entity that has no special ties to vendors, Cutter Consortium is beholden to no one and dedicated to providing completely objective, unbiased information to its clients. Cutter Consortium gives you access to the top thinkers in IT.

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Managing Strategic Alliances: A Model of Critical Success Factors