Why going fast in transformations means slowing down to partner up
You're swamped. You are managing a large-scale transformation. But there's a problem—people aren't cooperating.
What's your move?
I say, pause. And take your time trying to fix things.
Instead of rushing things, pause and lean on "old" but valuable knowledge from management thinkers of the 1980s and 1990s—those who deeply studied cooperation, strategic alliances, and partnerships.
Why go back to them? They were ahead of their time, and they focused on core areas that are still highly relevant today:
Leveraging external resources
Managing risks and complexities in alliances
Gaining competitive advantage through partnerships
Driving innovation via collaboration
Enhancing speed and flexibility
Photo by Mario Heller on Unsplash
Let's break this down:
Leveraging External Resources for Transformation Success
Why it matters: In any major transformation, internal resources often won't cut it. Strategic alliances give you access to tech, expertise, and new markets—assets that can make or break your project (think: technological expertise and innovation, market access and distribution networks, human capital and talent).
How it helps: Think about Dyer's Relational View or Peteraf and Barney's Resource-Based View of Strategic Alliances. These works show how alliances can fast-track access to critical resources. Partnerships can deliver the tools you need without the cost and time of internal development.
Mitigating Risks and Managing Alliance Complexities
Why it matters: Transformation projects are risky—misaligned goals, resource gaps, or internal resistance can derail progress. Poorly managed partnerships can make things worse by adding layers of complexity (think: financial resources and risk sharing, regulatory and compliance expertise).
How it helps: Take a cue from Benjamin Gomes-Casseres' Alliance Paradox. Partnerships don't always lead to success unless governance and objectives are tightly aligned. As a senior exec, this is your reminder to define clear structures, set aligned goals, and keep communication channels open. Avoid project failure by anticipating conflicts and proactively managing them.
Building Competitive Advantage During Change
Why it matters: In fast-changing markets, transformation is often about staying ahead of the curve. Strategic alliances can give you access to capabilities that help your company pivot faster than your competitors.
How it helps: Gary Hamel's work offers a clear path to using alliances to build a lasting competitive edge. His research shows how partnerships built around knowledge-sharing and complementary strengths can push your organization beyond surviving transformation. They can set you up for long-term growth.
Driving Innovation Through External Collaboration
Why it matters: Innovation is the engine behind many transformations. Whether through new tech or fresh approaches, external partners often hold the key to unlocking breakthroughs (think technological expertise and innovation, human capital and talent).
How it helps: Farok J. Contractor's research on Cooperative Strategies in International Business shows how global partnerships with diverse industries can accelerate innovation. These collaborations give you access to cutting-edge solutions you wouldn't develop in-house, especially in complex, global environments.
Enhancing Flexibility and Speed
Why it matters: Speed is often the game-changer in transformations. However, internal limitations can slow you down. Strategic alliances allow you to pivot and scale faster (think: market access and distribution networks, technological expertise, and innovation).
How it helps: Dyer, Peteraf, and Barney's work emphasizes the strategic role of partnerships in accelerating change. By leveraging alliances, you can sidestep lengthy internal processes and move faster in a competitive market.
In short, these classic thinkers offer a guidebook to mastering the art of cooperation and alliances in transformation. Rather than focusing solely on internal challenges, partnerships could be your key to unlocking success—faster, smarter, and with less risk.
Sources:
Jeffrey H. Dyer: "The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage" (1996)
Margaret A. Peteraf and Jay B. Barney: “A Resource-Based View of Strategic Alliances" (1997)
Benjamin Gomes-Casseres: "The Alliance Paradox: How Collaboration Can Harm Performance" (1998)
Farok J. Contractor: "Cooperative Strategies in International Business: Joint Ventures and Technology Partnerships between Firms" (1988)
Gary Hamel: "Creating and Sustaining Competitive Advantage Through Strategic Alliances" (1991).