{' '} {' '}
Limited time offer
SAVE % on your upgrade.

Page 22

Measuring Alliance Management: Quantify Your Value by Showing How You Mitigate Risk and Solve Problems Alliance Teams Need to Move Away from Subjective Relationship-Oriented Criteria in Developing New Success Metrics By David S. Thompson, CA-AM; Steven e. Twait, CSAP; and Kim R. Fill, CSAP

WHILE MANY COMPANIES HAVE SET UP INTERNAL alliance management functions, few have been successful in objectively assessing the value of their efforts. Many have settled for subjective measurements, such as how alliance partners feel about each other and how well alliance programs are able to produce positive change. The corporate groups that fund alliance management then must decide whether the subjective results of subjective assessments justify their cost—and whether they translate to better financial results for the partnership. While it’s certainly important, faring well on subjective assessments may not be enough to satisfy paying clients. For many consumers of alliance management services, the promise that a partner’s “good feelings” will pay off is too distant and uncertain a return on investment— especially when these users are focused on quarterly results. It is essential, therefore, for leaders of alliance management teams to develop and use a system of metrics that attributes value to both the subjective and objective components of their groups’ contributions. 22

Strategic Alliance Magazine

Profile for ASAP

Strategic Alliance Magazine  

Non ASAP Member Limited Edition, Q3, 2011

Strategic Alliance Magazine  

Non ASAP Member Limited Edition, Q3, 2011

Advertisement