"Why do our alliances seem to start off well and then lose momentum?" "How can we ensure that every manager understands the risks and advantages in an alliance?" "Whose responsibility is the alliance? The CEO? The Divisions? Operations? Marketing?" "Does your company have the culture to create and manage valuable ongoing alliances?"

55% of all alliances fail at 3.5 years. In order to make them successful, alliance participants need a clear understanding of the following issues, all of which are covered in this course. Participants will leave with a set of tools that will allow them to create and add value to their roles in all kinds of alliances, whether between different divisions or functions of your company or externally with alliance partners.

Testimonial: "I wanted to express my thanks for the tremendous insight that I received from attending your seminar. In just a few months, I've defined the parameters for selecting a business partner for our company as well as guidelines and strategies for managing those partners. I recently presented the new policies to senior management and they were all very impressed with what I had done. I now have four new business deals underway which will benefit both the new partners and our company. Thank you. You've made me look like I belong at the top-which is where I want to be!" Jennifer Terrill XP Systems

Program Agenda

1. Overview

• Setting the stage for alliance competency within your company
• Why strategic alliances are important to the company now
• Corporate cycles of change
• Current status of strategic alliance activity
• Future trends in strategic alliances
• Economics and strategic alliances

2. Strategic Alliances as Part of Corporate Strategy

• Strategic matrix for building strength within a company

3. Creating an Implementation Plan for Developing a Strategic Alliance:

• Evaluating opportunities for a strategic partnership:
  • Options analysis and prioritization
  • Candidate information collection keeping to the facts
  • Organization and evaluation of candidate information and prioritization of candidates
• Beginning of relationship development
  • Internal approvals and internal alliances within your company
  • Positioning your company
  • Gathering further information for verification
  • Developing trust with the corporate champion -”do we do what we say?
  • Understanding the partner's corporate culture - Key - did they understand us? Did we understand them?
  • Corporate, individual managerial and project personality diagnostics -”do we understand ourselves? Or them? - Key
  • The MINDSHIFT™ System - Key
  • Developing awareness of human relationship elements - Key
    
• Final decision and evaluation of strategic partnership candidates
  • Quantitative and qualitative evaluation
  • Determining if it meets the objectives
  • Balancing the human dimension with the business issues - Key
  • Self analysis grid
  • Business profile development
  • Business unit/product/market review
  • Organizational issues
  • Corporate cycles of change
  • Resource allocation - staffing and capitalization
  • Mission statement development
  • Planning schedule
  • Creating an approach to the internal alliance issues amongst divisions and functions at your company

4. The Candidate Search/Selection Process

• Developing qualitative and quantitative candidate criteria - the moving target
• The candidate search process
  • Scanning techniques
  • Including all the stakeholders
  • Creating a negotiation strategy
  • The lawyer's perspective

5. Integrating and Managing the Strategic Partnership

• Developing an integration/management plan
• Using human resources effectively
• Establishing lines of communication
• Corporate, individual managerial and project personality diagnostics - The MINDSHIFT™ System

6. The Continuing Strategic Partnership Cycle

• Changing realities and the revision existing partnerships - Key
• Lessons: ones that worked and ones that didn't

Two-day program will include breakout sessions to apply the materials:

• Harvard Case Study on Alliances
• The Alliance Game
• The book, Intelligent Business Alliances by Larraine Segil, plus a manual with the 2-day program material is included. The Mindshift™ is described in Chapter two.
• The book, Measuring the Value of Partnering, the first book on Alliance Metrics, AMACOM 2005 by Larraine Segil.

Video Testimonial: Leo F. Mullin, President & CEO, Delta Airlines
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