The accompanying article from the New York Times illustrates the uncertainties that can result from aligning with a strategic - often, larger - partner. Many start-up company leaders are encouraged to seek out and secure strategic partners (for the capital, people, experience and contacts they bring) as an alternative to raising financial capital - i.e., angel and/or venture investment - to finance the company's operations.
As this article demonstrates, this strategy - while meritorious and usually a very smart move - can bring a host of unsolvable problems and insurmountable challenges.
Is this a cautionary tale for entrepreneurs of what could - or will - go wrong with a seemingly perfect partner? Or is it a reminder that any alliance, collaboration, partnership and informal/formal combination is more art than science.