Have you ever be dependent upon the success of a strategic partnership to achieve your own organizations mission? How did it work? Did leadership trust one another or did they blame each other for not carrying their weight? Were there shared objectives or competition for scarce resources? Was there respect for the mixture of talent or lack of appreciation for what the partner is doing? Recently, I was asked how a Balanced Scorecard or any performance management system might be used to align a somewhat challenging strategic partner with a strategy. Most think that measures immediately become divisive and foster competition which would only exacerbate a tense relationship. But, I would contend that establishing shared measures to which two or more partners agree is a powerful way to align efforts toward shared objectives.