Partnering and alliances are easy! Two or more companies decide they want to do something together and they just do it. Right?
Not really. Because alliances combine the different strategies, structures, cultures, and processes of the partners, it takes skill and effort to bridge those differences and find an aligned path to achieving what was intended when the parties agreed to the alliance.
Enter the specialized discipline of alliance management. It exists to realize intended value by guiding the partners to agree on how they will work together to get the outcomes they want and achieve the purpose of why they came together. Without the how, the what and why won’t be achieved.
Because alliances are conceptually simple and operationally very challenging, it can be hard for alliance professionals to get the necessary investment in the organization’s much needed alliance management capability.
The purpose of this paper, co-written with our partner, allianceboard, is to give you tools to make your case, educate executives, and enroll them as active participants in realizing the intended value of alliances. Describe the value you deliver by focusing on the activities that resonate with executives. We share a four-step process to make a business case that demonstrates return on investment in alliance management.
As we wrote about in our paper, Tipping Point, partnering is a core component of strategy, thus alliance management must be an organizational capability. We give you the tools to begin the journey.