Association Leadership - January/February 2008 - (Page 20) cover story: alliance building To ensure the work of the alliance is progressing on schedule there needs to be consistent communication on multiple levels. This includes executive-level contacts setting direction and evaluating accomplishments. Additionally, management personnel needs to be responsible for ensuring the team members charged with completing tasks have the necessary skills and resources to be successful. Last but not least in importance, a task-level structure should be established with representatives of both alliance organizations. This group is responsible for completing tasks in adherence with the schedule and alerting assigned managers of any obstacles faced. An alliance partner should be treated like an insider, specifically with communication, as open and constant sharing of information is central to an alliance’s productivity and success. Potential partners should share ideals and principles. It is hard to change the culture and philosophy of another organization, as many failed alliances have found out the hard way. A conscientious search for groups that members would like to be associated with and ones that share similar values removes the hardest part of the relationship process immediately. provide significant positive impact for an association. To maximize success, start by conducting thorough due diligence on any proposed alliance partner and ensure the partner brings complementary expertise, resources and cultures. Once a partner is identified, set clear expectations by communicating and documenting roles and responsibilities, and provide a shared understanding of objectives and deliverables. Most importantly, make sure the alliance advances the mission of both parties. The right alliance will enhance both parties in the eyes of members and customers. Every alliance is different. Remember to think creatively when it comes to potential partners. There are many less-obvious opportunities with third-party groups that can further an association’s mission. If it works for Aggies and Longhorns, it can work for you! ◆ Conclusion Although alliances are popular strategic tools, associations should not align with another group just for the sake of aligning. The alliance has to make business and financial sense for both organizations and be structured properly to succeed. At the same time, be careful not to end up with too many alliances, which is difficult to manage and will diffuse the potential success of one or two strong alliances. A well-conceived and executed strategic alliance does require a fair amount of attention in the formation and operational stages, but results can Business and pleasure meet at water’s edge You should, too • Newly constructed 9th floor meeting/banquet space with a dramatic harbour view. • Complete facilities for corporate retreats, reunions, business and social events. South Shore Harbour Resort & Conference Center On the south shore of scenic Clear Lake 2500 South Shore Blvd. League City,TX 77573 800/442-5005 www.sshr.com 9929 W. Silver Spring Dr. • Milwaukee, WI 53225 • (414) 466-6060 20 Association 350419_KenCook.indd 1 LEADERSHIP | January/February 2008 11/9/07 2:09:04 PM 298095_SouthShore.indd 1 10/7/06 1:46:14 PM
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