Alliance Management Consulting and Training, Partnering Frameworks and Tools, Collaborative Leadership

Breaking the Collaboration Paradox: A Leadership Requirement for the Next Normal
1. Partnering Guide / November 11th, 2020
The following post was initially published by The Drucker Forum as part of its "Shape the Debate" discussion concurrent with the 12th Global Peter Drucker Forum, Leadership Everywhere, A Fresh Perspective on Management.

There are some things we’ve learned in the past seven months that make sense to carry forward into the next normal. Chief among them is that the amount of partnering among firms occurring to combat the pandemic, the neighborhood tie-ups to support small businesses, and bubble quarantines in learning groups as well as professional sports teams, requires a collaborative leadership style. 
 
Collaboration is a buzzword that everyone thinks they know what it means, but few truly do. It is typically thought of as a simple skill we all learned in the sandbox, a value to be trumpeted, or technology that allows people to work together electronically. These are all elements of collaboration, but they fail to adequately define...
Reimagining Alliance Management as an Agile Capability--Part Three of Four
1. Partnering Guide / March 13th, 2020
This is Part Three of a Four Part post on adapting and applying certain principles of agile management as a means of meeting the increased demand for alliance management services as the scale, scope, and complexity of biopharmaceutical asset, service, digital, and data alliances and partnerships grows.

Download a pdf of all four parts of “Reimagining Alliance Management as an Agile Capability” plus “What to Do When it Gets ‘Just Too Hard.’”  

Read Part One or Part Two of Reimagining Alliance Management as an Agile Capability


Practice Component 2:  Increasing the Agility of Alliance Management Practices 
 

There are many ways to build agility into alliance management practices. The Service Level Agreements between alliance managers and stakeholders shape expectations and focus resources on the work that delivers the greatest value to stakeholders and enhances the partner experience. Successful implementation of services requires standardization, meaning that everyone understands the language and how t...
Collaborative Leadership: The Antidote to the Collaboration Paradox
1. Partnering Guide / January 21st, 2020
Thus far in this series of posts on collaboration, we’ve defined it as a purposeful, strategic behavior that is easier said than done. This is because of both a failure to build the capability—the mindset, skillset, and toolset—to collaborate across boundaries and the collaboration paradox—the systems, processes, and policies that helped companies be successful in the past that today impede their ability to collaborate. In this post we look at both collaborative leadership and the leadership system required to support and implement the capability as the antidote to the people and organizational challenges of achieving success in cross-boundary collaborations....
Five Skills for Collaborating Across Boundaries
1. Partnering Guide / December 26th, 2019
In our post Collaboration: Easier Said Than Done we said that leadership systems had to evolve to break the collaboration paradox—the barriers that impede collaboration, but enabled success in a prior business environment. That’s one part of the puzzle of making collaboration—a strategic and purposeful way of behaving and working— an organizational capability. There are also operational and execution skills to collaboration between entities in addition to the psychological skills and values such as openness, empathy, and delegation that are typically present when individuals behave collaboratively. [1]
 
Behaviors are ways of conducting oneself or how a group acts in response to its environment. On a psychological level, collaboration is a natural response to an environment of trust, transparency and respect. In that nurturing environment, one is more likely to be open to other’s ideas, empathetic to their concerns, and willing to give up some level of control and credit.
 
Organizations agree to collaborate to leverage and align the resources of each party for customer benefit which should result in mutual benefit for the collaborators. This requires uniting two or more entities that each have their own strategies, structures, cultures, goals, and processes, crossing organizational boundaries to access those resources. This adds complexity, risk, and challenge to the endeavor....
Fail Fast to Learn Fast
1. Partnering Guide / May 1st, 2018
Partnering at the speed of business requires the entrepreneurial agility to adapt and evolve, especially when pursuing a business transformation agenda. Agility and nimbleness can be quite challenging in complex partnerships that must navigate the strategies, structures, processes, and cultures of two or more companies to get anything done...
Designing the Why, What, and How of Your MVP - Minimum Viable Partnership
1. Partnering Guide / March 6th, 2018
Lorin Coles, our partner at Alliancesphere, often says, “There is a difference between vibration and forward motion.” The winners in business today recognize speed is the currency of business—and using it to move in the right direction is equally critical. With apologies to Lewis Carroll, too many companies take the approach of “if you don’t know where you are going, any road will do.”
 
When it comes to building the partnerships that allow you to co-create, co-develop, and monetize complex solutions, being ready to move forward with haste takes a robust framework that lets you identify and engage with the right partners at the right time...
20 Years Later Rhythm is More Important than Ever
1. Partnering Guide / February 4th, 2018
AUTHOR: Jeff Shuman

As January drew to a close, I couldn’t help but to think back 20 years, to the end of January 1998, the month my book, The Rhythm of Business: The Key to Building and Running Successful Companies was first published.[1] It describes the natural development process successful entrepreneurs use to build and run their businesses.
 
In metaphor and in reality, successful entrepreneurs feel the rhythm of their business. When they do, they know what they need to learn about their customers, the partner ecosystem, and the business model that will create, deliver, and capture value for all concerned. That focus on “getting smart quickly” lets them operate with necessary speed and the agility to adjust with quick, easy grace as they learn what enables their success.
...
Top