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Organizations maximize their performance to the highest potential through partnerships, alliance, and acquisition
relationships. Acquiring new competencies and experiences through these relationships can be an effective way to
grow your business very quickly.

These relationships, whether internal or external to the organization, must begin with a consensus on the direction of
the initiative and then be framed with tangible goals. A performance culture is commonly established between the
partnering members. This culture requires the partners to understand each others' strategies and needs for working
together. Finding common ground and then working within those parameters are key to successfully meeting the
common goals.

The methodology used includes the following steps:

Valuation - Both companies
This step includes the evaluation of both companies and what they want to achieve separately. What do they want to
achieve together? This forms the strategy and direction for their work together. Characteristics of each company are
evaluated to determine what each will contribute to the planned deliverables, as well as who will be responsible and
accountable for decision-making during the partnership work. Needs for additional capabilities, competencies, and skills
become apparent, and are obtained to ensure that the partnership will achieve its common goals. The deal structure
must take all of these factors into account.

Specifically, the valuation step will produce a strategy and direction statement, an evaluation of capabilities, and deal
terms to accommodate all of these needs.

Integration - Co-company teams
The integration step begins with a strategy and directional plan created during the previous step. Next-level details are
identified as to how the plan will be implemented. These details include co-company objectives, goals, and milestones.
Teams of co-company personnel are created. Required tasks, workflow, stakeholders, information, and technology are
identified. Education and assignment of tasks to specific functional groups are finally completed.

Specifically, the new business model to be achieved is defined, integration and performance planning are defined, and
teams are formed to support these plans.

Operations - Management of new venture
This step brings all planning and deliverables to an operational state. Once goals are defined and the integration of
work and co-company teams have been finalized, work is scheduled and decision-making repsonsibilities are assigned
to the appropriate subject matter experts.

Specifically, management of the new venture includes oversight, monitoring of joint goal attainment, as well as review
for adjustments as needed.

Client Projects

Alliance Management - Technology company sought to partner with large professional services firm to serve joint
customers and to serve each others' customers for new revenue generation. Services managed the alliance so that both
companies gained new customers while providing excellent customer service to all customers involved.

Human and Integrated Due Diligence Process - A mid-sized company sought to acquire another mid-sized company.
The acquiring company wanted to merge the organizations for best value. Services provided designing and developing
an integrated and collaborative due diligence process to facilitate joint new model development and working
relationships to implement the model for new value.