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Partner or Perish:
Forging Effective Alliances
MaRS Best Practices Series:
Alliance Management

John Buckingham
June 3, 2009




                              1
Partner or Perish: Forging Effective Alliances
Session Objectives


  Address key questions:

     Growing your business: Build or partner?


     What defines a competent partnering
      organization?

     How does one build and maintain an effective
      alliance?


                                                           2
                      ©Buckingham Alliance Partners 2009
Partner or Perish: Forging Effective Alliances

Continuing Learning:
                    The leading global professional association
                    dedicated to the formation and practice of
                    strategic alliances
                           www.strategic-alliances.org
                    ASAP - Toronto Chapter
                           www.asaptoronto.com
Event:
   Joint ASAP-CHLA Meeting: Focus on Alliance Management
   September 16-18, 2009 Niagara-on-the-Lake, Ontario
                               www.chlassoc.org
                                                            3
                    ©Buckingham Alliance Partners 2009
Partner or Perish: Forging Effective Alliances

Professional Certification:
                   Masters Certificate in Strategic Alliance
                    Management
                   Intensive 12-day program:
                       Nov. 15, 2009 - Jan. 29, 2010
                       www.mastersinalliances.com




                   Available through ASAP - Toronto Chapter




                                                               4
                  ©Buckingham Alliance Partners 2009
What is an Alliance?

•  An alliance is a collaboration
•  Between independent organizations that
 retain strategic autonomy
•  While committing resources to joint
 activity
•  And run within an incomplete contract

                                                     5
                ©Buckingham Alliance Partners 2009
Major Alliance Types:

Operational alliances
  •  One or more key functions of a company is
  performed solely or primarily by an alliance
  partner

Project alliances
  •  Alliance partners collaborate on a specific
  project, typically with defined progress
  milestones and a defined termination point
                                                       6
                  ©Buckingham Alliance Partners 2009
Alliance Business Model

                                                                  Core Capabilities
                                                                 and Competencies
    Alliances for
                        S                                   C
Supplementation/Load    u                                   o
      Balancing         p                                   m
                        p                                   p
                        le                                  le
                        m                                   m
                        e
                        n
                                      Core                  e
                                                            n
                        t                                   t
                        a                                   a
                        r                                   r
                        y                                   y

                                                                    Alliances for
                                                                  Complementary
                                                                    Capabilities,
                                                                 Offerings and Skills

                                                                               7
                       ©Buckingham Alliance Partners 2009
Partner or Perish: Forging Effective Alliances

Why would we want to do this?

  Alliances (collaborations) increasingly used to attain
   company goals:
   •    Access to expertise
   •    Flexible resources
   •    Increased speed (of development, to market, etc.)
   •    Reduced financial risk




                                                                8
                           ©Buckingham Alliance Partners 2009
Partner or Perish: Forging Effective Alliances

Why would we want to do this?

  Alliances (collaborations) increasingly used to attain
   company goals:
   •    Access to expertise
   •    Flexible resources
   •    Increased speed (of development, to market, etc.)
   •    Reduced financial risk
  Less than 40% of alliances meet their stated objectives
   •    Misalignment of partner goals
   •    Miscommunications
   •    Poor execution
   •    Changed financial prospects
   •    Technical failure

                                                                9
                           ©Buckingham Alliance Partners 2009
Partner or Perish: Forging Effective Alliances


Why establish an alliance competency?

  Increase the proportion of alliances that meet or exceed their
   goals (and management expectations)




                                                               10
                      ©Buckingham Alliance Partners 2009
Partner or Perish: Forging Effective Alliances


Why establish an alliance competency?

  Increase the proportion of alliances that meet or exceed their
   goals (and management expectations)
  Accelerate `institutional learning’ of effective (and destructive)
   behaviors affecting collaborations: enhanced organizational
   awareness
  Build consistency in effective alliance design, integration and
   maintenance processes




                                                                  11
                       ©Buckingham Alliance Partners 2009
Partner or Perish: Forging Effective Alliances


Why establish an alliance competency?

  Increase the proportion of alliances that meet or exceed their
   goals (and management expectations)
  Accelerate `institutional learning’ of effective (and destructive)
   behaviors affecting collaborations: enhanced organizational
   awareness
  Build consistency in effective alliance design, integration and
   maintenance processes
  Enhance company reputation as a skilled, successful
   partnering organization (to secure more, and more capable,
   partners)
                                                                  12
                       ©Buckingham Alliance Partners 2009
Partner or Perish: Forging Effective Alliances



Key Alliance Management Competencies:

1. Communicating Effectively
2. Leading by Influencing
3. Gaining Value from Diversity
4. Building and Maintaining Trust



                                                       13
                  ©Buckingham Alliance Partners 2009
Alliance Management Principles*

 • Clear Responsibilities and Expectations
 • Robust Communication
 • Senior Management Commitment
 • Understanding one’s Partner
 • Disciplined Improvement Approach
 • Effective, Efficient Processes
 • Broad-based Alliance Capability


 * Adopted by ASAP from `Endo Alliance Management Principles’
                                                                14
Internal Organization for Alliance Management


Key Elements:
Senior Management Sponsor
    Alliance   must serve sponsor’s organizational goals
  Dedicated Alliance   Leader
    `Mindshare’   or formal designation




                                                             15
                        ©Buckingham Alliance Partners 2009
Effective Senior Management
Sponsorship of Alliances

Why is Effective Sponsorship critical?
  Alliance   failure rate – key factors:
     Internal   support for resourcing and decision-making
     Ensuring alignment on key issues across partner
    organizations
     Effective   dispute resolution




                                                              16
                         ©Buckingham Alliance Partners 2009
Alliance Leadership Alternatives


 Shared Leadership                          Integrated Leadership
   Internal/external
   Product Objectives/
    Relationship Objectives




                                                                    17
                        ©Buckingham Alliance Partners 2009
Alliance Life Cycle
  Alliance           Alliance                   Alliance                      Alliance
 Negotiation        Integration                Maintenance                 Transformation
        Agreement                 R&D                  Commercialization
         Signing

               Collaboration                                                Alliance
               Integration                                                  Change or
                                                                            Termination


  Alliance
Management
                                                    Problem
 Contract                                           Resolution
 Negotiation


                      Monitoring

      Prevention                  Diagnosis            Treatment

                                                                                    18
                             ©Buckingham Alliance Partners 2009
Establishing an Alliance Management Competency

Alliance Management: Business Development Interface
Deal-Making and Deal-Managing:
  An Integrated, Transparent Process
    Identify/      Negotiate                                               Re-evaluate:
                                           Sign        Launch/    Manage
     Recruit                                                                Revise or
                                                      Integrate
  Opportunities   Evaluate                                                  Terminate




                  BD
                               AM


                                                                                      19
                             ©Buckingham Alliance Partners 2009
Alliance Management Perspective:
Adding Value During Deal Negotiations


Three Main Considerations:

•  Due diligence: partner candidate assessment

•  Effective relationship development

•  Designing the appropriate collaboration structure




                                                          20
                     ©Buckingham Alliance Partners 2009
Integrating a New Alliance

Key Considerations:
•  Appointing a qualified alliance leader and a senior
 management `sponsor’
•  Timely recruiting of alliance-facing staff




                                                       21
                  ©Buckingham Alliance Partners 2009
Integrating a New Alliance

Key Considerations:
•  Appointing a qualified alliance leader and a senior
 management `sponsor’
•  Timely recruiting of alliance-facing staff
•  Joint communication of management expectations
 and contractual requirements to the alliance team
 and leader
•  Joint alliance team formation and relationship
-building
•  Establish alliance team charter
                                                       22
                  ©Buckingham Alliance Partners 2009
Alliance Team Charter Template
Guidance Resource for Alliance Management

         Allied Companies: Your and XYZ Company                              Purpose: Provides focus,
                    Alliance History and Background                          alignment and operational
                                                                             guidance to each alliance
                                                                             relationship. Serves as an
                                Alliance Focus
           (Mission, Spirit of Alliance, High-Level Objectives/Milestones)
                                                                             operational reference and
                                                                             guide through the alliance
                                                                             lifecycle as a companion to
                        Roles and Responsibilities
                    (Company Roles and Key Individual Roles)
                                                                             contractual agreements and
                                                                             project plans.
                                                                             Key Sections:
                       Alliance Working Guidelines                           •  Alliance mission, objectives
                       (Addressing the Alliance Essentials)
                                                                                and spirit
                                                                             •  Roles and responsibilities
                                                                             •  Working guidelines
                        Performance Measurement
                     (Measuring and Monitoring Performance)                  •  Metrics and performance
                                                                                measurement

                                                                                                      23
                                      ©Buckingham Alliance Partners 2009
Alliance Life Cycle
  Alliance            Alliance                   Alliance                      Alliance
 Negotiation         Integration                Maintenance                 Transformation
         Agreement                 R&D                  Commercialization
          Signing

                Collaboration                                                Alliance
                Integration                                                  Change or
                                                                             Termination


  Alliance
Management
                                                     Problem
  Contract                                           Resolution
  Negotiation


                       Monitoring

       Prevention                  Diagnosis            Treatment

                                                                                     24
                              ©Buckingham Alliance Partners 2009
Alliance `Health Check’ Surveys
Assessment Resources for Alliance Management


                                                                                             Purpose: Primary
                                                                                             measurement mechanism for
                                                                                             Relationship Performance
                          Alliance Health Check
                                            Strongly                              Strongly
                                                                                             factors
                                            Disagree Disagree   Neutral   Agree    Agree

                                                                                             Key Features:
 1. Alliance Focus (Goals and Objectives)                                                      Provides regular checkpoint
     a. Sensor Question
     b. Sensor Question                                                                         on essential Alliance
     c. Sensor Question
 2. Roles and Responsibilities
                                                                                                competencies
     a. Sensor Question                                                                        2-3 “sensor” questions per
     b. Sensor Question
     c. Sensor Question
                                                                                                Relationship factor
 3. Decision Making                                                                            Results discussed with
     a. Sensor Question
                                                                                                partner, to identify and
     b. Sensor Question
 3. Relationship Trust                                                                          understand areas for
     a. Sensor Question                                                                         improvement and reasons
     b. Sensor Question
                                                                                                for successful outcomes
                                                                                               Action plans developed and
                                                                                                implemented through
                                                                                                Alliance Team
                                                                                                                    25
                                                    ©Buckingham Alliance Partners 2009
Effective Senior Management
Sponsorship of Alliances

        Typical Alliance Governance Framework




                                                       26
                  ©Buckingham Alliance Partners 2009
Establishing an Alliance Management Capability
Alliance Structure and Management Considerations

            High
        Strategic Importance          Imbalance                            Balance
          to Your Company




                               Vulnerable Enthusiast                  Dynamic Duo

                                      Balance                         Imbalance




             Low                                                    Potential Bully
                                  Simple Pairing

                                              Strategic Importance to
                                                                                     High
                                Low               Alliance Partner
                                                                                            27
                                      ©Buckingham Alliance Partners 2009
Partner or Perish: Forging Effective Alliances
Session Objectives


  Address key questions:

     Growing your business: Build or partner?


     What defines a competent partnering
      organization?

     How does one build and maintain an effective
      alliance?


                                                           28
                      ©Buckingham Alliance Partners 2009
Partner or Perish: Forging Effective Alliances




              Questions?


                                                      29
                 ©Buckingham Alliance Partners 2009

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Partner or Perish: Forging effective alliances

  • 1. Partner or Perish: Forging Effective Alliances MaRS Best Practices Series: Alliance Management John Buckingham June 3, 2009 1
  • 2. Partner or Perish: Forging Effective Alliances Session Objectives Address key questions:   Growing your business: Build or partner?   What defines a competent partnering organization?   How does one build and maintain an effective alliance? 2 ©Buckingham Alliance Partners 2009
  • 3. Partner or Perish: Forging Effective Alliances Continuing Learning: The leading global professional association dedicated to the formation and practice of strategic alliances www.strategic-alliances.org ASAP - Toronto Chapter www.asaptoronto.com Event: Joint ASAP-CHLA Meeting: Focus on Alliance Management September 16-18, 2009 Niagara-on-the-Lake, Ontario www.chlassoc.org 3 ©Buckingham Alliance Partners 2009
  • 4. Partner or Perish: Forging Effective Alliances Professional Certification: Masters Certificate in Strategic Alliance Management Intensive 12-day program: Nov. 15, 2009 - Jan. 29, 2010 www.mastersinalliances.com Available through ASAP - Toronto Chapter 4 ©Buckingham Alliance Partners 2009
  • 5. What is an Alliance? •  An alliance is a collaboration •  Between independent organizations that retain strategic autonomy •  While committing resources to joint activity •  And run within an incomplete contract 5 ©Buckingham Alliance Partners 2009
  • 6. Major Alliance Types: Operational alliances •  One or more key functions of a company is performed solely or primarily by an alliance partner Project alliances •  Alliance partners collaborate on a specific project, typically with defined progress milestones and a defined termination point 6 ©Buckingham Alliance Partners 2009
  • 7. Alliance Business Model Core Capabilities and Competencies Alliances for S C Supplementation/Load u o Balancing p m p p le le m m e n Core e n t t a a r r y y Alliances for Complementary Capabilities, Offerings and Skills 7 ©Buckingham Alliance Partners 2009
  • 8. Partner or Perish: Forging Effective Alliances Why would we want to do this?   Alliances (collaborations) increasingly used to attain company goals: •  Access to expertise •  Flexible resources •  Increased speed (of development, to market, etc.) •  Reduced financial risk 8 ©Buckingham Alliance Partners 2009
  • 9. Partner or Perish: Forging Effective Alliances Why would we want to do this?   Alliances (collaborations) increasingly used to attain company goals: •  Access to expertise •  Flexible resources •  Increased speed (of development, to market, etc.) •  Reduced financial risk   Less than 40% of alliances meet their stated objectives •  Misalignment of partner goals •  Miscommunications •  Poor execution •  Changed financial prospects •  Technical failure 9 ©Buckingham Alliance Partners 2009
  • 10. Partner or Perish: Forging Effective Alliances Why establish an alliance competency?   Increase the proportion of alliances that meet or exceed their goals (and management expectations) 10 ©Buckingham Alliance Partners 2009
  • 11. Partner or Perish: Forging Effective Alliances Why establish an alliance competency?   Increase the proportion of alliances that meet or exceed their goals (and management expectations)   Accelerate `institutional learning’ of effective (and destructive) behaviors affecting collaborations: enhanced organizational awareness   Build consistency in effective alliance design, integration and maintenance processes 11 ©Buckingham Alliance Partners 2009
  • 12. Partner or Perish: Forging Effective Alliances Why establish an alliance competency?   Increase the proportion of alliances that meet or exceed their goals (and management expectations)   Accelerate `institutional learning’ of effective (and destructive) behaviors affecting collaborations: enhanced organizational awareness   Build consistency in effective alliance design, integration and maintenance processes   Enhance company reputation as a skilled, successful partnering organization (to secure more, and more capable, partners) 12 ©Buckingham Alliance Partners 2009
  • 13. Partner or Perish: Forging Effective Alliances Key Alliance Management Competencies: 1. Communicating Effectively 2. Leading by Influencing 3. Gaining Value from Diversity 4. Building and Maintaining Trust 13 ©Buckingham Alliance Partners 2009
  • 14. Alliance Management Principles* • Clear Responsibilities and Expectations • Robust Communication • Senior Management Commitment • Understanding one’s Partner • Disciplined Improvement Approach • Effective, Efficient Processes • Broad-based Alliance Capability * Adopted by ASAP from `Endo Alliance Management Principles’ 14
  • 15. Internal Organization for Alliance Management Key Elements: Senior Management Sponsor  Alliance must serve sponsor’s organizational goals   Dedicated Alliance Leader  `Mindshare’ or formal designation 15 ©Buckingham Alliance Partners 2009
  • 16. Effective Senior Management Sponsorship of Alliances Why is Effective Sponsorship critical?   Alliance failure rate – key factors:  Internal support for resourcing and decision-making  Ensuring alignment on key issues across partner organizations  Effective dispute resolution 16 ©Buckingham Alliance Partners 2009
  • 17. Alliance Leadership Alternatives Shared Leadership Integrated Leadership   Internal/external   Product Objectives/ Relationship Objectives 17 ©Buckingham Alliance Partners 2009
  • 18. Alliance Life Cycle Alliance Alliance Alliance Alliance Negotiation Integration Maintenance Transformation Agreement R&D Commercialization Signing Collaboration Alliance Integration Change or Termination Alliance Management Problem Contract Resolution Negotiation Monitoring Prevention Diagnosis Treatment 18 ©Buckingham Alliance Partners 2009
  • 19. Establishing an Alliance Management Competency Alliance Management: Business Development Interface Deal-Making and Deal-Managing: An Integrated, Transparent Process Identify/ Negotiate Re-evaluate: Sign Launch/ Manage Recruit Revise or Integrate Opportunities Evaluate Terminate BD AM 19 ©Buckingham Alliance Partners 2009
  • 20. Alliance Management Perspective: Adding Value During Deal Negotiations Three Main Considerations: •  Due diligence: partner candidate assessment •  Effective relationship development •  Designing the appropriate collaboration structure 20 ©Buckingham Alliance Partners 2009
  • 21. Integrating a New Alliance Key Considerations: •  Appointing a qualified alliance leader and a senior management `sponsor’ •  Timely recruiting of alliance-facing staff 21 ©Buckingham Alliance Partners 2009
  • 22. Integrating a New Alliance Key Considerations: •  Appointing a qualified alliance leader and a senior management `sponsor’ •  Timely recruiting of alliance-facing staff •  Joint communication of management expectations and contractual requirements to the alliance team and leader •  Joint alliance team formation and relationship -building •  Establish alliance team charter 22 ©Buckingham Alliance Partners 2009
  • 23. Alliance Team Charter Template Guidance Resource for Alliance Management Allied Companies: Your and XYZ Company Purpose: Provides focus, Alliance History and Background alignment and operational guidance to each alliance relationship. Serves as an Alliance Focus (Mission, Spirit of Alliance, High-Level Objectives/Milestones) operational reference and guide through the alliance lifecycle as a companion to Roles and Responsibilities (Company Roles and Key Individual Roles) contractual agreements and project plans. Key Sections: Alliance Working Guidelines •  Alliance mission, objectives (Addressing the Alliance Essentials) and spirit •  Roles and responsibilities •  Working guidelines Performance Measurement (Measuring and Monitoring Performance) •  Metrics and performance measurement 23 ©Buckingham Alliance Partners 2009
  • 24. Alliance Life Cycle Alliance Alliance Alliance Alliance Negotiation Integration Maintenance Transformation Agreement R&D Commercialization Signing Collaboration Alliance Integration Change or Termination Alliance Management Problem Contract Resolution Negotiation Monitoring Prevention Diagnosis Treatment 24 ©Buckingham Alliance Partners 2009
  • 25. Alliance `Health Check’ Surveys Assessment Resources for Alliance Management Purpose: Primary measurement mechanism for Relationship Performance Alliance Health Check Strongly Strongly factors Disagree Disagree Neutral Agree Agree Key Features: 1. Alliance Focus (Goals and Objectives)   Provides regular checkpoint a. Sensor Question b. Sensor Question on essential Alliance c. Sensor Question 2. Roles and Responsibilities competencies a. Sensor Question   2-3 “sensor” questions per b. Sensor Question c. Sensor Question Relationship factor 3. Decision Making   Results discussed with a. Sensor Question partner, to identify and b. Sensor Question 3. Relationship Trust understand areas for a. Sensor Question improvement and reasons b. Sensor Question for successful outcomes   Action plans developed and implemented through Alliance Team 25 ©Buckingham Alliance Partners 2009
  • 26. Effective Senior Management Sponsorship of Alliances Typical Alliance Governance Framework 26 ©Buckingham Alliance Partners 2009
  • 27. Establishing an Alliance Management Capability Alliance Structure and Management Considerations High Strategic Importance Imbalance Balance to Your Company Vulnerable Enthusiast Dynamic Duo Balance Imbalance Low Potential Bully Simple Pairing Strategic Importance to High Low Alliance Partner 27 ©Buckingham Alliance Partners 2009
  • 28. Partner or Perish: Forging Effective Alliances Session Objectives Address key questions:   Growing your business: Build or partner?   What defines a competent partnering organization?   How does one build and maintain an effective alliance? 28 ©Buckingham Alliance Partners 2009
  • 29. Partner or Perish: Forging Effective Alliances Questions? 29 ©Buckingham Alliance Partners 2009