Q&A: How Can L&D Use Alliances to Extend Its Capabilities?

14 Dec 2010

Overview

There have always been partnerships and alliances in the business world, but their use as strategic business tools really accelerated in 1990, when Gary Hamel and C.K. Prahalad introduced the concept of core competency – the idea that companies should only do those things that create significant competitive advantage and outsource, through partnerships and alliances, those things that they have to do but that aren’t “core” (The Core Competence of the Corporation, Harvard Business Review, 1990). Similarly, learning organizations have to think about the needs of the business, concentrate on the areas where they can add the most value, and find partners to do the rest.

Downloads

You must be a member and logged in to view this content. Please Log In or Tell Me More about Membership.

Join our members and award winners. You'll be in good company.

People are talking. Hear what they're saying.

“I’m grateful to be in this network. The calls I had with other members gave me the information I needed to move my project forward.”

Annette Rolls
Leadership Development Program Designer, Boeing

“We were able to realize almost immediate value—in terms of definitively quantifiable savings—by implementing the concepts introduced during this [Art of Negotiation] program.”

Ken Murphy
EVP of Sales and Operations, Mattress Firm

“In my particular case, I certainly care about the HR functions, but that’s not why I wake up every day. I care about advancing the ball down the field with our people’s professional development skills and knowledge. You guys focus 100% on the learning piece, and that’s what I like.”

Jim Stewart
CLO, Teradata