Leaders create strategic alliances and partnerships. They see
the world globally, and they know it is no longer possible to
hide. The shrewd leaders of the future are going to recognize
the significance of creating alliances with other organizations
whose fates are correlated with their own. So SAS forms part-
nerships with other airlines. The Norwegian counterpart of
Federal Express—with more than 3,000 employees, one of the
largest companies in Norway—formed a partnership with Fed-
eral Express. First Boston linked up with Credit Suisse, form-
ing FBCS. GE set up a number of joint ventures with GE of
Great Britain, meshing four product divisions. Despite the
names, the companies hadn’t been related. GE had considered
buying its British namesake, but it ultimately chose alliance
over acquisition. More and more nonprofit organizations rec-
ognize the value of strategic alliances and partnerships as well.
That’s how this group of leaders thrives. That’s how they
forge the future. What about the upcoming leaders? The next
generation of leaders will have certain things in common:
Broad education.
Boundless curiosity.
Boundless enthusiasm.
Contagious optimism.
Belief in people and teamwork.
Willingness to take risks.
Devotion to long-term growth rather than short-term
profit.
