The confusing aftermath of a bad credit
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In industries the world over, partnerships falter and crumble. Organizations large and small strive to work together and create something more than they can create alone—only to have the relationships disintegrate. Remember Quaker Oats and Snapple? Novell and WordPerfect? AT&T and NCR? The confusing aftermath of shattered partnerships usually leaves organizations and employees in turmoil trying to figure out what’s next for them. In the process, everyone involved wastes valuable time and resources, not to mention the goodwill of customers, stockholders, suppliers, and employees.
There are two dynamics I look at when I conduct an analysis of broken partnerships: opportunities for synergy and the styles of conflict resolution. First, I want to know about the synergistic possibilities that suggested the partnership in the first place. Partners come together for a reason. Generally, it’s the hope of achieving just the right combination of product mix, technology, information, or market access that will differentiate them in the marketplace. They want the gold ring. I try to understand the motivation behind the partnership. What was the vision? Why did these partners come together?