Smooth running of the alliance
Posted: Sun Dec 22, 2024 10:35 am
A strategic alliance must be built in two basic stages. The first is to agree on the terms of cooperation between the partners and the second is to establish the organizational basis of the alliance. Of course, in each case, the determination of the organizational chart is the result of individual negotiations and is not subject to aggregate treatment, but there are nevertheless 4 fundamental principles that must be taken into account.
indonesia whatsapp mobile number for the positive development of the alliance that rights and obligations are equal and that the benefits of the agreement are proportional to the amount of effort invested. Compliance with this principle allows for a comparison of the two amounts, which in turn enables a stable and long-term agreement.
Separation of powers: Responsibilities and rights must be clearly defined from the beginning of the cooperation, as well as the decisions that allies can take on their own and those that require the agreement of all actors. Clarity in the separation of powers improves the functioning of the alliance and avoids unnecessary conflicts.
Clear project management: An external manager should be hired or a person from the existing staff should be selected to be the alliance coordinator for the duration of the coalition. Most often, the choice falls on an external manager with the credentials of a consultancy that supports the entire operation. By selecting such a person, the allies can concentrate on the correct management of the cooperation and, in addition, enjoy autonomy from the partners.
Separation of project management from business management: This principle is closely related to the danger of information about the company or its projects being leaked through the alliance information system. To avoid this situation, the allies should designate a person within their companies who is responsible for the proper functioning of the coalition. This person would be in direct contact with the alliance manager, who in turn would safeguard the alliance against economic espionage or other unforeseen behavior.
It is also worth remembering that agreements reached during the negotiation of the terms of a strategic alliance are not definitive. The alliance evolves during its course and the partners change their positions (market or competitive), objectives and needs in relation to the initial situation. It is therefore important to set deadlines within which the terms of the alliance will be renegotiated.
indonesia whatsapp mobile number for the positive development of the alliance that rights and obligations are equal and that the benefits of the agreement are proportional to the amount of effort invested. Compliance with this principle allows for a comparison of the two amounts, which in turn enables a stable and long-term agreement.
Separation of powers: Responsibilities and rights must be clearly defined from the beginning of the cooperation, as well as the decisions that allies can take on their own and those that require the agreement of all actors. Clarity in the separation of powers improves the functioning of the alliance and avoids unnecessary conflicts.
Clear project management: An external manager should be hired or a person from the existing staff should be selected to be the alliance coordinator for the duration of the coalition. Most often, the choice falls on an external manager with the credentials of a consultancy that supports the entire operation. By selecting such a person, the allies can concentrate on the correct management of the cooperation and, in addition, enjoy autonomy from the partners.
Separation of project management from business management: This principle is closely related to the danger of information about the company or its projects being leaked through the alliance information system. To avoid this situation, the allies should designate a person within their companies who is responsible for the proper functioning of the coalition. This person would be in direct contact with the alliance manager, who in turn would safeguard the alliance against economic espionage or other unforeseen behavior.
It is also worth remembering that agreements reached during the negotiation of the terms of a strategic alliance are not definitive. The alliance evolves during its course and the partners change their positions (market or competitive), objectives and needs in relation to the initial situation. It is therefore important to set deadlines within which the terms of the alliance will be renegotiated.