Health and Social Care Alliance Scotland (ALLIANCE) is a limited warranty company (Reg.No. SC307731) and Scottish charity SC037475, headquartered at 349 Bath Street, Glasgow, G2 4AA and NHS 24, a legal body established under the National Health Service (Scotland) Act 1978, headquartered in Caledonia House, 140 Fifty Pitches Road, Cardonald Park, Glasgow G51 4EB (NHS24), have agreed to come together to work together and agree on a memorandum of understanding to form a high-level strategic partnership that matches the joint organisational results. The agreement on possible projects and the early definition of the distribution of roles are a sign of an advantageous strategic alliance. The decision on the possible methodology on which companies can work will also begin discussions on resource allocation. It will open the conversation about which party will be responsible for what task. In addition, priority tasks are defined. PandaTip: Strategic alliances require that both parties be able to communicate and make decisions quickly. In this section of the proposal, both parties must designate a person who will be able to act on their behalf in matters related to the strategic alliance. Companies are making drastic efforts to gain a competitive advantage over their competitors. Some companies buy their smaller rivals to clear the land. As with other companies, they opt for cooperation to achieve a common goal.
Companies that forge this symbiotic relationship combine with a strategic alliance. Most organizations that engage in this particular alliance have several reasons. Some partnerships are aimed at facilitating access to a new sector, while others want to create an improved product range. But at the end of the day, both companies want to have and maintain a competitive advantage. Long-term strategic alliances often fall into a hole where they lose their competitive edge. Like a pack of wolves that, after a long period of time, lose motivation to follow their leader, company employees may lose touch with the Alliance`s original goal. The strength of an alliance depends very much on the common vision. Therefore, everyone needs to know how their role is tied to the overall goal.
Whether or not there are changes in methods, techniques and tools, cooperation remains in place if everyone continues to work towards the goal. Another zust that must be taken into account when strategic alliances are formed is the possible misuse of resources. The partnership between two independent companies means that there is a pool of senior officials who wish to implement the rules. In this situation, where a considerable number of people want to lead, some may resort to mismanagement of resources. Another possible scenario that could lead to abuse of ownership is that both parties are not able to opt for a standard method to achieve the common goal. As a result, each party wants to provide resources to implement its favourite practices and ultimately waste more than following a failed plan. Both parties have three months before the termination date of this agreement to offer an extension or enter into a new strategic alliance agreement, as deemed necessary.