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    • Tools of the Trade: Partner Selection Andrew S. Eibling, Alliance Manager November 8, 2006 Bay Area ASAP Workshop
    • Tools of the Trade: Partner Selection Andrew S. Eibling, Alliance Manager November 8, 2006 Bay Area ASAP Workshop
    • Importance of Selection
      • Over 50% of alliances fail to reach stated objectives.
        • Reasons for failure are often not related to technology/capabilities
      • Selecting the right partner is a critical step toward maximizing alliance value!
    • Methodology
      • Do you have a process to…
        • Seek out potential partners based on your strategy?
          • Requires understanding your strategy and capabilities needed
          • Where are your gaps?
          • What tasks could better be filled by someone else?
        • Evaluate opportunities?
          • The market moves fast – can you quickly respond to inquiries?
          • Requires a robust and rapid decision making process
    • The Easy Part
      • The Value Proposition…
        • Technical Fit
        • Business Opportunity
        • Value Generation
      • The Harder Part…
        • How will we work together?
        • How will we integrate operations?
        • Will we get along?
        • How should we structure the alliance to enable success?
    • Source: The Warren Company, an Andersen Consulting Alliance Partner Operational Fit How complementary are the business models? How compatible are the management teams and cultures? Cultural Fit Strategic Fit Strategic Fit Operational Fit Cultural Fit Three-Dimensional Fit How well aligned are the partners' objectives? 3-D Fit Evaluation Framework
    • 3-D Fit Evaluation Framework Strategic Fit How well aligned are the   Missions   Objectives Operational Fit How complementary are the   Models   Processes   Capabilities   Measures Cultural Fit How compatible are the   Values   Behaviors   Organizational practices Dimensions Definitions
    • An Important Element of Diligence
      • Traditional Diligence Process
        • Financial
        • Legal
        • Capabilities
        • Technology
      • Taking a broader 3-dimensional view adds benefits
        • Insight into potential difficulties
        • Staffing guidance
        • Governance ideas
        • Preparation for operational integration
    • Case Study
      • US Techco
      • 50,000 employees
      • $50B in revenue
      • Multinational
      • Highly structured, regimented
      • Process oriented
      • SoCal Newco
      • 85 employees
      • 5 years old
      • Founder as CEO
      • Young, entrepreneurial workforce