A useful article in this month's Business 2.0 on how to form effective strategic alliances. Although geared toward business, there's much that nonprofits can learn.

• Look for partners with the core competencies to fill in your gaps. Join forces with someone whose skills or connections allow you to accomplish something bigger, better, faster or cheaper.

• Don't be afraid to partner with the "competition." The reason you're competitors is because you share mutual goals, so why not look at the ways you can each achieve your strategic ends?

• Look for partnerships that are complements to one another. Think not only "vertical" partnerships (partnerships with organizations that are essentially in the same business as you), but also horizontal partnerships with organizations that provide complementary services.

• Conduct "due diligence" on prospective partners. Never partner indiscriminately and without knowing what you're getting yourself into. Make sure you have a good understanding of partner strengths and weaknesses and their reputation in the community.

• Analyze the value each partner brings--but don't get hung up on making that value equal. The bigger question is "will each of you get MORE from partnering together than you would get if you worked alone?"

• Pay attention to employees, who are your ultimate partners. Don't just assume that partnership is something that happens between organizations. For you to create effective partnerships with other organizations you must first be able to partner with your own employees.

• Consider ways that you can partner with businesses, who are increasingly coming to understand that they can marry both social and financial goals. I have a friend who works for Daytimer, a company that provides time management and organizational tools. A few years ago they began providing a "Brain Injury Recovery Kit," after being approached by a woman with a traumatic brain injury who needed help in managing her daily life. This has proven to be a win/win for both parties.