Joint ventures (“JVs”) are enjoying renewed popularity1 as firms confront rising capital demands, political uncertainty and rapid technological change. For investors and corporate leaders, they offer a middle path: faster than going it alone, less capital-heavy than buying outright and sometimes the only viable way to gain access to markets, skills or technology. Yet while the idea is attractive, performance has been mixed.2 Many JVs disappoint not because the market case was weak, but because assumptions about alignment, governance and execution were left untested. A methodical diligence process can tilt the odds towards success. READ MORE