This strategy is becoming an essential tool for growth, innovation, and resilience, especially in AEC.
In our increasingly interconnected economy, strategic partnerships are becoming essential tools for growth, innovation, and resilience, especially in the AEC industry. But despite their potential, many of these alliances fall short of delivering meaningful financial returns. Why? Because success in a strategic partnership isn’t just about signing a well-crafted agreement; it’s about leadership.
The most financially fruitful partnerships are driven by leaders who understand how to lay a solid foundation, invest with intention, and consistently focus on outcomes that benefit all parties. From early alignment on goals and metrics to fostering trust and shared accountability, leadership plays the defining role in creating the structure for a partnership to thrive. These collaborations can unlock substantial returns when done right – not just for the balance sheet, but for employees, clients, and long-term strategic positioning in the marketplace.
Laying the foundation for a successful strategic partnership starts long before contracts are signed. Leaders must first have a shared vision and clearly defined goals for the partnership. Creating a framework for the partnership that can be communicated to key stakeholders is paramount. These key activities will help ensure that both firms are prepared to execute on the partnership:
- Align objectives. Leadership teams of both parties should have a shared vision and clearly defined goals for what success looks like in the partnership.
- Establish trust. Build a culture of transparency and open communication with your partner.
- Define roles and responsibilities. Delineate each partner’s contributions and expectations.
- Develop governance structures. Implement regular meeting times and mechanisms for decision-making.
Fleshing these points out together allows leadership teams to develop trust and begin building a relationship by doing real work together. By the time the first joint client engagement starts, your firms will already have a sense of how you work together. The success of the leadership teams in creating alignment drives the strategic partnership and its results, as highlighted in a couple of case studies.
First, the good: Apple and Nike provide a great view into how large, successful enterprises collaborate to drive growth. In 2006 these well-known brands came together to promote the Nike iPod Sport Kit, integrating fitness tracking with the iPod. This partnership evolved into the Apple Watch Nike+, and these products were key offerings that helped Apple expand its wearable technology offerings into the fitness market. Nike leveraged Apple’s tech innovation to provide advanced fitness tracking to its customers, strengthening its position in the digital fitness space. The firms did an exceptional job aligning objectives and defining roles and responsibilities in the partnership.
In contrast the failed partnership between Walgreens and Cooler Screens is an exemplary case of what not to do. Starting in 2018 the firms partnered with a goal of revolutionizing the retail experience by replacing cooler doors with smart screens. While the idea itself may be ill-fated, leadership from both teams failed to drive the key activities they are responsible for in the partnership. First, CEO turnover at Walgreens led to a shift in priorities as their new CEO was not bought into the partnership and vision and may signal a lack of alignment amongst the board and executive leadership team. Technical issues abounded in the rollout and implementation, but roles and responsibilities for maintenance, troubleshooting, and tech support were poorly defined. This led to frustrations and a breakdown in trust between the organizations, eventually culminating in active sabotage of each other and litigation. Regardless of the value proposition for the core technology, the absence of clear governance and resolution structures combined with disinterested leadership led these firms to waste considerable resources with a botched technology rollout and subsequent litigation.
The contrast between the partnerships of Apple and Nike to Walgreens and Cooler Screens offers a textbook lesson in strategic alignment and leadership execution. Apple and Nike succeeded because they shared a clear vision, trusted each other’s capabilities, defined their roles precisely, and established a governance model that supported long-term innovation. Their partnership was rooted in mutual respect and sustained by shared accountability. In stark contrast, Walgreens and Cooler Screens stumbled over misaligned priorities, eroded trust, vague responsibilities, and poor decision-making structures. Leadership changes, technical failures, and a lack of strategic clarity turned a promising innovation into a legal standoff. These two cases make one thing clear: the financial success of a strategic partnership depends not just on the idea, but on the discipline of execution. Leadership must steward the relationship with consistency, foresight, and structure – or risk turning potential into friction. The difference is not the technology – it’s the trust and the teamwork behind it.
Stuart McLendon is a fractional executive at Zweig Group. Contact him at smclendon@zweiggroup.com.
