WHEN EVERYTHING SEEMS RIGHT AND IT STILL GOES WRONG – A CASE STUDY
Editor: Marjanovic, D.
Author: Hollins, W.J.
Section: DEVELOPMENT OF PRODUCTS AND SERVICES
The is a case study involving three quite different companies operating at a great distance from each other and how an apparently ideal combination of partners failed in the design process. Most writings on alliances concentrate on the advantages but fail to point out the pitfalls uncovered in this real case study. In small organisations the entire strategy is more associated with the success of individual projects than would be the case in a large organisation. Also, independent project leadership small companies in alliances is vital but can be both difficult to achieve or expensive. The author was Non Executive Director in Company A at the time that this case study took place.