Managing Partnerships and Strategic Alliances
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Adding value through partnership
Collaboration can create new opportunities for competitive advantage, open new markets and broaden organisational capabilities. But, along with new opportunity, it creates a new set of management challenges. Managing Partnerships and Strategic Alliances equips executives with a deep understanding of the strategic purpose and value of partnerships and alliances. You will learn to analyse the when, why and how of effective collaboration and gain concrete skills for managing partnerships.
The Managing Partnerships and Strategic Alliances programme focuses on deepening your understanding of the strategic foundation, the governance structure and the dynamics of the collaborative process. The programme discusses the problems and stumbling blocks in selecting, negotiating and managing alliances. Unlike many alliance courses, this programme offers you the rare opportunity to learn from targeted case studies by scrutinising the overall evolution of the challenges encountered by these organisations. By leveraging on the testimonials of the actual “actors” we bring in as “guest witnesses” in these collaborations, the programme offers you an unparalleled opportunity to significantly improve your ability to assess potential alliances in depth, design them, and lead them to create long-term value for your organisation.
HOW YOU BENEFIT
- Understand the contribution alliances can make in developing and implementing your strategy.
- Learn to design effective alliances. Acquire specific frameworks in partner selection, network development and alliance design
- Gain insights for bridging and leveraging cultural differences across organisations. Build skills to help effectively address cultural issues, build mutual trust and capture value.
- Build cross-organisational alliance implementation skills. Develop management approaches for anticipating and resolving tensions and conflicts at every stage in the collaborative process.
- Develop methods for effectively sharing knowledge with partners. Understand what knowledge to share, and how, according to your assessment of partners’ expectations and the nature of knowledge.
More than ever in today’s climate, where uncertainty, disruptions and accelerating competition bring a need for dynamic organisations, alliances are a smarter, swifter, more reactive and more economical way to pursue strategic opportunities, maximise inherent synergies and gain competitive advantages.
Yet alliances are notoriously difficult to plan, execute and maintain over time. How do you beat the odds and consistently make them work for you? More so, how do you handle the innovations and disruptions brought by digitalisation and the convergence of technologies and industries?
Alliances demand different leadership skills from those needed in traditional hierarchical structures. You need to lead, guide and influence without authority or clear reporting relationships. This requires a new, often counterintuitive, mindset of collaboration across organisations.
The Managing Partnerships and Strategic Alliances programme develops the following key competencies to support successful collaboration.
SELECT PARTNERS AND WEAVE ALLIANCE WEBS
Learn to analyse the fit between potential partners and assess complementary skills and capabilities.
STRUCTURE THE ALLIANCE
Explore issues such as management structure and conflict resolution to ensure alliances start off on the right footing.
BUILD MANAGEMENT PROCESSES
Look at fostering collaboration and developing cross-cultural awareness.
ADAPT AND ADJUST THE COLLABORATION OVER TIME
Focus on overcoming ongoing challenges that can cause an alliance to stumble.
BUILD TRUST AND OVERCOME CULTURAL MISUNDERSTANDINGS
Gain practical tools to complement goodwill and look at the process of building trust and discipline.
Who should attend
The programme is designed for senior line managers and executives directly involved in running collaborative efforts and making key decisions about alliances and partnerships. Executives involved in cross-company collaborations on a day-to-day basis and who are directly responsible for their outcomes are likely to benefit most.