Measuring the Value of Partnering: How to Use Metrics to Plan, Develop, and Implement Successful Alliances

Measuring the Value of Partnering: How to Use Metrics to Plan, Develop, and Implement Successful Alliances

Measuring the Value of Partnering: How to Use Metrics to Plan, Develop, and Implement Successful Alliances

Measuring the Value of Partnering: How to Use Metrics to Plan, Develop, and Implement Successful Alliances

Synopsis

"How does one accurately measure an alliance? With all the factors involved -- productivity, decision making, team performance, the number of new customers, and damage control -- getting a precise measurement can be a complex and daunting task. Knowing which measurement to use, and at what stage of the alliance life cycle, is critical.

Measuring the Value of Partnering gives readers a system for measuring a relationship's contribution at every stage of the alliance, from creation to implementation to termination. This essential book features case studies drawn from interviews with key players at companies like IBM, Hewlett-Packard, Starbucks, Staples, and Hyundai. Weaving these and other real-life examples together, Author Larraine Segil helps readers develop the appropriate metrics and then shows how and when to use them accurately and intelligently to achieve the greatest impact.

Timely and practical, Measuring the Value of Partnering provides the tools for making any alliance is work to maximum organizational advantage."

Excerpt

Alliance metrics are really all about alliance management. In this chapter, I will examine how the life-cycle stages of every alliance change the way the alliance is managed. The tools I will use are the alliance life cycle stages and the Mindshift approach. They will enable you to choose the right metrics for each stage of the life cycle. In Chapter Two, we will look at the five critical categories of people who have interest in your alliance’s metrics and how to manage those sometimes conflicting interests.

Keep in mind that the process of creating and managing alliances is much like manipulating a large jigsaw puzzle, first pulling out all the pieces and then putting them back—that is the fun of creating and managing relationships.

The alliance life cycle stages and Mindshift approach are based on a concept I developed in my first book, Intelligent Business Alliances (New York: Times Books, Random House, 1996), which I strongly recommend if you are a novice to alliances. Whereas there I used Mindshift to look at whole organizations, divisions, or groups, here I will apply that methodology to the alliance itself, which can be considered from the point of view of its own life cycle and how its personality, culture, and priorities change during that journey.

Figures 1.1, 1.2, 1.3, and 1.4 lay out the Mindshift approach. As the alliance moves through different stages of its life cycle, the activities that

The first publication of the Mindshift approach can be found in Intelligent Business Alliances by Larraine Segil (New York: Times Books, Random House, 1996) in Chapter Two. It was applied there to corporate or organization cultures.

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