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The Chicken & The Pig – The Critical but Elusive Art of Making Strategic Alliances Work

The Chicken & The Pig – The Critical but Elusive Art of Making Strategic Alliances Work

Unfortunately most strategic alliances fall short of their goals, often failing completely. Yet this type of arrangement can be critical to the success of young startups, fast-growing ‘tweeners, as well as established giants. How can smaller companies – the Pigs in our metaphor – avoid the treacherous pitfalls and dramatically increase their chances of success when they engage in critical growth initiatives with larger organizations?

The Dell-EMC Deal: Brilliant or Delusional?

The Dell-EMC Deal: Brilliant or Delusional?

What is the outlook for this largest-ever merger of tech companies, assuming that it goes through without any major hitches? The history of prior mega-mergers tell a mixed story. What is there about this one, between two ailing giants, that could be different?

Bits & Pieces…

Bits & Pieces…

As a tribute to the Dave Clark Five, this column consists of Bits & Pieces: Denouement of the Salesforce.com acquisition situation; What the recently announced IBM-GE-Verizon big data alliance means for the future of the category; Three much-hyped categories – cognitive analytics, plus two types of wearable devices – that have yet to cross the chasm; Thanks to successive breaches of corporate data, information security moves into the mainstream; Update on how well major on-demand businesses Airbnb and Uber are orchestrating change in their respective industries…

Who would be the best acquirer of Salesforce.com?

Who would be the best acquirer of Salesforce.com?

Rumors are swirling about the possibility of Salesforce.com finally becoming food rather than the feeder it has been through twenty or so small and mid-sized acquisitions. Analysts seem to agree that the possible acquirers are limited to four or five suspects – SAP, Oracle, Microsoft, IBM, and HP. This note examines in brief which of these five would be the closest to being the “right” acquirer of the company in strategic terms…