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During a recent conversation, I was asked what AllianceManagement is. Later on, looking at my own website I learned, to my surprise, that in the 13 years of writing this column I have written about many aspects of AllianceManagement, but never about the basic question of, “What is AllianceManagement?”
The 80% Rule In 2012, ASAP conducted the State of AllianceManagement study, delving into the subject of alliance performance. The report illustrates an average alliance success rate of 53%, a figure that consistently resonates with other studies. Ineffective governance structure. Poor alliancemanagement.
In this context, IEEE-ISTO has 25 years of experience in guiding and creating strategic technology-focused industry alliances, offering unique opportunities to advance new technologies being championed by particular alliances. At the heart of successful industry technology alliances lies effective alliancemanagement.
Trust building starts the moment we first contact a potential partner and continues all the way through the negotiation and design phases and into the alliancemanagement phase. Relying on trust over control does not mean that we don’t need a contract for our alliance. PS: Did you know you can measure trust?
In the realm of strategicalliances, there are two types of executives in the business world, those who truly understand alliances and those who do not. The first group is supportive, collaborative, and comprehends the importance of a triple-win in alliances. Strategicalliances, particularly, are built for the long-term.
I shall be elaborating these 25 elements as we go along, but for now, let’s get a few things about strategicalliances clear. In the first place, what does the phrase “strategicalliance” even mean? As per that definition, a strategicalliance is focused on long-term goals.
Collaborative Ecosystems Associations thrive when they collaborate with industry partners, academia, and other stakeholders: StrategicAlliances: Forge partnerships to amplify impact. ISTO is a neutral, safe harbor for industry and government to build relationships, successfully collaborate, and fulfill their missions.
The report also cited that the CEOs view that “ building strategicalliances with third parties is the most important strategy to help them reach their growth objectives over the next 3 years.”. That’s good news, interest for alliances & partnerships in the boardroom is rising!
Now we have broadened our capabilities to serve clients across the spectrum of “inorganic” growth – from M&A and Divestments to StrategicAlliances and JVs. Beginning in early 2000, I led Andersen Consulting/Accenture’s clumsily named MAASCE – Mergers, Acquisitions & Alliances Strategy Center of Excellence.
The differences will be the points you’ll have to pay attention to during the alliancemanagement phase. This means your top management has to sign off on it as early as possible to save you time and resources as well as to speed up alliance formation and management. Set a cadence of governance.
Collaborative Ecosystems Associations thrive when they collaborate with industry partners, academia, and other stakeholders: StrategicAlliances: Forge partnerships to amplify impact. ISTO is a neutral, safe harbor for industry and government to build relationships, successfully collaborate, and fulfill their missions.
Alliancemanagement is often seen as an accessory to a business strategy when, in fact, it’s the strategic thread that ties together revenue growth, cost savings and innovation in ways few other functions can. For today’s C-suite, unlocking the full potential of strategicalliances isn’t optional, it’s essential.
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