I recently had the opportunity to publish an article with support of allianceboard and ASAP . The idea to this article, because I notice throughout my professional career some patters that emerged in all cooperation where I was managing strategic alliances. The success of the alliance does not only depend on the team and the alliance management but although on factors beyond your control. In this article I outline these factors and what I think needs to be done to come the partner of choice.
Here below the first part of the article.
In alliance management, we often focus on the specific collaboration we manage. We engage in early negotiations, familiarize ourselves with the partner's details, successfully execute joint kickoff meetings, establish a charter, conduct smooth governance meetings, achieve top grades in health checks, and deliver outstanding collaboration results.
With everything running smoothly, it might seem as though there is nothing to worry about for the alliance manager. However, an alliance does not operate in isolation; it exists within a larger organization, such as a therapeutic area or regional hub, which influences the collaboration.
As an alliance manager, it is my responsibility to ensure awareness of the rights, restrictions, and obligations involved in the collaboration. I educate my team, and we adhere to these guidelines diligently. Nevertheless, these contractual details can be so extensive and comprehensive that they might not be known to everyone in the company, yet they do impact other parts of the organization.
Throughout my professional life, I have encountered numerous instances where decisions made outside an alliance impacted the alliance itself. For example, internal targets were agreed upon that did not align with the external agreement; resources were cut despite commitments; and exclusivity provisions were not adhered to.
Continue reading the article at allianceboard Read more...