Author: Jan Twombly
How does an alliance manager know where to put his or her efforts? Too often these efforts are focused where the noise is loudest and the “brushfires” burn the brightest. But being a firefighter is not the optimal role for alliance managers—and it isn’t the kind of value senior management expects them to deliver. The real value of professional alliance management is getting ahead of issues—of being one, two, and three steps ahead of problems and taking action to ensure that they don’t become time-wasting and trust-busting issues. The cost of time is the greatest cause of value erosion in an alliance.