Monthly Archives: June 2013

Preserving Trust in Strategic Alliances with Alliance Management

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The role of an alliance manager in a strategic alliance is important during its formation because of the complexity of the agreements made. Then it becomes increasingly important later in the strategic alliance after it starts to lose its shine. It’s crucial to provide as much stability as possible, starting with keeping the same personnel throughout its duration. It is particularly difficult to maintain a high level of trust in the business relationship, and therefore, the role of the alliance manager is to sustain the level of trust by providing stability for all parties involved.

Because of the initial complexity when forming a strategic alliance, Continue reading →

Assigning Responsibilities between Business Partners

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There are many factors that demand attention when considering a business partner, but one of the most consistent pressing concerns is the delegation of work and responsibility, or more simply, “who’s going to do what?” Another company may seem like a good candidate for a business partner in theory, but in reality, the delegation of work may make the business partnership undesirable.

Because of the internal strife that may result from Continue reading →

Alliance Performance Coaching: CEO Partnership Support

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We all have a basic understanding of these three words.
Performance is the presentation of work, generally applied to an expected level of success. Coaching is mentoring and/or apprenticeship by instruction, encouragement and example. Put this all together for the corporate world and you have the following definition: The mentoring of executive leadership in forming strategic partnerships between mutually motivated companies to effectively raise profits and lower losses for each partner.

At a time when “coaching” is the go-to word for any form of guidance and “expert” advice, from Little League to self-help gurus, it’s important to Continue reading →