Solving this situation will require an exhaustive 5-phase methodology, encompassing Setting Up, Partner Selection, Negotiation, Management, and Constant Evaluation & Terminations.

1. Setting Up: This initial phase focuses on internal readiness, formulating strategy, and setting clear goals for the alliances. A robust governance structure should be set up to oversee the alliance activities and intervene when necessary.
2. Partner Selection: This phase emphasizes identifying potential partners. The company should leverage a systematic selection process that aligns with its strategic objectives. This phase also stresses conducting an "Alliances fit" analysis to choose the best-suited partners.
3. Negotiation: The negotiation is a critical phase where the terms of cooperation are decided. Practices like win-win negotiation and relationship building can ensure a productive partnership.
4. Management: The main challenge is ascertaining that both parties deliver what was agreed upon. Having a comprehensive alliance management capability is key.
5. Constant Evaluation & Terminations: The final step requires periodic monitoring of the alliance's performance with pre-established evaluation metrics. Inefficient alliances should be terminated, and lessons should be learned for future alliances.

A common pitfall in alliances strategy is balancing between autonomy and control. Organizations must clearly define roles and responsibilities while giving sufficient freedom to the partner to innovate and work best. On the other hand, ensuring a fair share of profits without causing any discord is another hurdle. A transparent profit-sharing framework can aid in mitigating this. Finally, cultural clash is common in alliances. Therefore, fostering a culture of mutual trust and understanding can help overcome such challenges.

Case Studies

• Google and NASA: This case illustrates how organizations can combine their capabilities effectively. NASA provided Google with computing resources, and in return, Google helped NASA in technological advancement.
• Microsoft and GE: This partnership combined GE's industrial prowess with Microsoft's technology expertise to create advanced IIoT applications. The alliance illustrates the importance of leveraging complementary strengths.

Sample Deliverables

• Alliances Strategy Document (MS Word)
• Partner Selection Metrics (Excel)
• Negotiation Tactics Summary (PowerPoint)
• Alliance Management Plan (MS Word)
• Alliance Review/Progress Report (MS Word)

Engaging the board in alliance strategy can devise a more effective and aligned approach. Board’s experience and network can lead to strong, strategic alliances, hence their involvement is crucial.

Managing risks associated with alliances is a careful game. Having a robust risk management strategy can identify, assess, and mitigate potential alliance risks, such as dependency, lack of trust, and cultural clashes, etc.

In the current competitive landscape, it's vital to align alliance goals with the overall business strategy. The technology firm should systematically articulate what it aims to achieve through each alliance. Goals may range from accessing new markets, enhancing the product portfolio, to acquiring new technologies. To this end, clear and measurable performance metrics must be developed. Examples include revenue targets, market share growth, innovation measures, or customer acquisition numbers. These metrics will facilitate not only performance tracking but also help in decision-making processes at the executive level.

Maintaining focus on core operations while pursuing alliances is a balancing act. The company must ensure that alliances do not dilute its brand or core competencies. McKinsey (2020) advises firms to "carefully consider which partnerships make sense based on strategic objectives and operational capabilities"¹. Thus, a critical review is needed to ensure each partnership fits within the comprehensive strategy while adhering to the organization's core values and vision.

The negotiation phase is the crucible in which the terms of an alliance are formed. For the tech firm in question, enhancing negotiation skills and procedures is paramount for maximizing the value derived from potential partnerships. This involves both understanding the partner’s objectives and effectively communicating its own strategic goals. Adopting interest-based negotiation tactics can create more value for both parties, as opposed to positional bargaining which often leads to suboptimal outcomes.

Training for key personnel in advanced negotiation techniques can be an effective measure. Consideration could be given to enrolling key executives and managers into negotiation programs at top business schools or seeking specialized negotiation consultancy services. These programs focus on practical and strategic aspects of negotiation, enhancing the skills that can lead to better alliance outcomes.

The proper management of alliances post-negotiation is critical for the success of the partnerships. The technology firm must create an active management framework that encompasses all aspects of the alliance lifecycle. It involves setting up dedicated cross-functional teams overseeing the partnership, with clear roles, responsibilities, and communication channels established. The framework should also include problem-solving mechanisms and flexibility clauses to address challenges that may arise during the partnership.

Jointly developing a strategic plan with alliance partners right at the inception of the agreement provides a common understanding of the goals and procedures and plays a significant role in managing alliances. Regular joint strategic reviews can be part of this framework, allowing both parties to reassess objectives, progress and making necessary adjustments in real-time.

The board's role in alliances cannot be overstated. The involvement of board members in alliance strategy brings credibility and experience that can propel strategic partnerships to success. However, their involvement should be strategic and facilitative, rather than operational. The board should be engaged in high-level decision-making and provide networks and industry insights while leaving the day-to-day alliance management to the executives and their teams.

Board members can catalyze robust discussions on alliance strategies and bring in a level of scrutiny that ensures that the organization's alliance ambitions are not isolated from its broader strategic objectives. Their diverse experience can also assist in complex negotiations and in overcoming impasses that might arise during the lifecycle of an alliance. Effective communication channels must be established to keep the board informed about alliance progress and to involve them at critical junctures.

Cultural compatibility is critical for the success of any alliance. According to Bain & Company (2017), "about 30% of alliances fail due to cultural mismatch"². To mitigate cultural conflicts, the technology firm must focus on creating an alliance-friendly culture that values open communication, transparency, and mutual respect. This involves not just understanding the partner’s cultural norms but also preparing the internal team for integration. Training programs and team-building activities designed to facilitate cross-cultural understanding can be instrumental in this regard.

Additionally, the organization should have a mechanism to capture and internally disseminate learnings from each alliance experience. With such measures in place, the organization is more likely to foster an environment that is conducive to successful and seamless collaborations.