Reinventing Corporate Growth by Gene Slowinski

Author:Gene Slowinski [Slowinski, Gene]
Language: eng
Format: azw3
Tags: -
Publisher: Alliance Management Press Group
Published: 2016-02-03T00:00:00+00:00

Figure 5-1

A dedicated alliance function also facilitates learning through training programs. For example, HP holds a 2-day course on alliance management three times a year. Eli Lilly and Company alliance managers meet every Thursday to share experiences and seek advice.

Second, a dedicated alliance management function acts as a repository for alliance know-how. Alliance knowledge that resides in an individual manager’s head is quickly lost. Better to capture these learnings in simple tools and share them with less experienced managers in a “just in time” format. Just in time has a specific meaning in this context. Rather than providing alliance team members with every tool possible, alliance managers provide tools when they are needed, where they are needed and in an easy to use format.

Third, the alliance management function helps day-to-day managers coordinate internal resources across different functions and divisions. This is particularly important because alliance managers draw on internal resources in each firm to carry out their activities. If a particular internal function does not respond, the alliance is at risk. In this case, the alliance manager elevates the issue or asks the appropriate executive to make the decision. When serious conflicts arise, alliance managers are the first responders. They help managers resolve the dispute.

Fourth, the alliance management function encourages executives to develop metrics and systematically evaluate performance. Eli Lilly and Company does a ‘health check’ on each key alliance every year. Lilly managers survey both Lilly and partner team members. After the survey, a Lilly alliance manager sits down with executives from both firms to discuss results and offer suggestions.

Finally, a dedicated alliance management function enhances the reputation of the company by broadly communicating its intent to maximize the value of its relationships and institutionalize alliance excellence into the fabric of the firm. Firms vie for the “Partner of Choice” title by marketing their alliance activities in publications, the annual report, conference presentations and senior management speeches.

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