JV Management: Do You Have the Right Stuff?
The potential rewards of successfully piloting a joint venture are enormous. Those who can navigate the considerable challenges should be a celebrated breed. Do you have the right stuff?
Peter Daniel is a Senior Managing Director at Ankura based in Washington, DC. Peter has over 15 years’ experience advising management teams and Boards of Directors at companies across industries and geographies, with a focus on the manufacturing, technology, and health care industries in North America, Europe, and the Middle East. Peter supports all phases of the joint venture and alliance lifecycle, including deal negotiation and structuring, integration, and ongoing management and governance.
View Full ProfileThe potential rewards of successfully piloting a joint venture are enormous. Those who can navigate the considerable challenges should be a celebrated breed. Do you have the right stuff?
Pursuing innovation often requires a JV to make investments, potentially including acquisitions and minority investments, in domains that are not explicitly defined within the company’s authorized scope, and to secure funding from owners, which may have other capital needs, low risk tolerance, or insufficient understanding of the market to make such investments. What are JVs to do?
The purpose of this note is to distill our experience serving hundreds of joint ventures over the last 20 years – and to offer guidance to JV CEOs and their teams on how to address the added challenges that JVs introduce.