Two heads may be better than one. Two companies often aren’t. That’s the experience of business strategic alliances, which the record shows usually fail, often with serious consequences. Why don’t alliances work better? In the end, day-to-day management practices matter more than strategic fit.
In politics and life, there’s a certain charm to “going rogue.” It evokes images of fictional rascals like Jack Bauer or Captain Jack Sparrow. In the world of banking and investments, though, it’s a phrase that sends chills up a CEO’s spine.