1.5 - About University

High ConceptualPhase 1: Alliance ConceptionPhase 2: Alliance Design• project concept exploration • minutes of understanding• strategic compatibility approved• relationship building • business planning starts• concept proposal ➟ • business plan completed• exchange of documents • agreement concludedLowTechnical➟➟HighTechnicalPhase 4: OperatingPhase 3: Alliance Formation• day-to-day operations • alliance start-up• administration • transition to operations• support and supply • technical project managementmanagement • ongoing improvement• evaluation against Phase 1concept➟Low ConceptualH OW TO USE THIS LEADERSHIP TOOL“Like romances, alliances are built on hopes and dreams—what mighthappen if certain opportunities are pursued.”—Rosabeth Moss Kanter, HARVARD BUSINESS REVIEWEstablishing mutually beneficial alliances or partnerships requires that you a) assess your ownorganization to determine what kind of alliance, if any, will further your strategic businessinterests, and b) do a similar assessment of your potential partner organization(s) to determinecompatibility between that organization and your organization. Ask yourself these essentialalliancing questions:? Why should your organization be involved in partnering (e.g., a joint venture, a strategicalliance)?? How will creating a joint venture or alliance provide synergies for your organizationand your partner’s?Like any good marriage, a solid, long-term, mutually beneficial relationship between organizationsbegins with a good understanding of yourself and your intended partner. A thoroughself-assessment can help you determine whether an alliance might further your business interests.WEB WORKSHEETUse the workspace here to assess your organization and your proposed partner organization(s)for strategic fit. Whether or not you ultimately form an alliance with another organization(s),this analysis will serve as useful strategic architecture for your organization.SECTION 3 TOOLS FOR STRATEGIC THINKING 93