interests of both parties in mind, and find a mutually agreeable solution that moves things forward?’ We’re doing a lot of internal alignment within Astellas. When you talk to alliance directors, you spend a lot more time trying to align internally, especially when you’re in a global alliance.”
Two Pillars: Communication and Planning Most experts in the field of alliance management concur that the two most critical elements in ensuring alliance success from the start are communication and planning. Or as one consultancy’s alliance guidebook put it, to establish a “collaborative foundation,” organizations and teams must: – Coordinate activities – Communicate information – Leverage resources – Build trust
“Communication is key, but more [important] than communication is a clear understanding of roles and responsibilities. That’s where you can run into a lot of problems, when people don’t understand their role and what are they responsible for,” said Struttmann. To get every stakeholder on the same page, Astellas reviews the alliance agreement and tailors pertinent information to each engaged functional area and internal committee. “It’s really [about] communicating effectively, coordinating your activities, leveraging your resources, letting the corporation with expertise in a particular area take the lead, understanding the governance and decision-making process,” said Struttmann. “[Then] you have to have transparency, and hopefully your trust will flow from that.” n
feed back Dear Readers, This is the space where, in future issues, we’ll print what in the magazine and newspaper business are still quaintly referred to as “letters to the editor”—comments, kudos, corrections, cheers and boos, and other brief thoughts from you, ASAP members, and all our readers. In this inaugural issue of Strategic Alliance Magazine, however, we naturally don’t have that kind of feedback yet. So I thought I’d use this space for now, in my role as Strategic Alliance Magazine’s editor in chief, to encourage you, our readers, to talk back to us: tell us what you like, what you don’t like, what you’d like to see more of, whom you’d like to see profiled, and any and all thoughts, comments, queries, suggestions, story ideas, and so on.
A magazine, or any publication, is only as good as the relationship it establishes with its readership, and especially in these much more interactive days of electronic publications, social networking, and the like, it’s even more critical that we find ways to communicate with one another. Our objective with Strategic Alliance Magazine is to create a vehicle for an ongoing conversation about the profession of alliance management—best practices, war stories, anecdotes, studies, lessons from the field, and everyday problems involving alliances and other collaborations in the business world. And the only way to have a real conversation about these topics is for Strategic Alliance Magazine in effect to facilitate a multiway discussion among our writers, editors, and most of all, our readers.
So please, as you look through this first-ever issue of Strategic Alliance Magazine, be thinking of ways you can help us improve your publication and make it work better for you with each issue that comes out. We appreciate your thoughts and your feedback on all that you see in these pages, and we’ll use it to make a better magazine that’s for you and about you and the work you do every day. To get in touch with us, e-mail us at mburke@ASAPmedia.org, call us at 781-562-1630, or write to: 960 Turnpike St, Canton MA 02021 USA And thanks! Michael Burke Editor in Chief
Strategic Alliance Magazine
The magazine of the Association of Strategic Alliance Professionals