International Management of Global ICT Alliances: Two Conclusions   1 comment

After a few years’ experience in few different countries, and cooperation at various levels with colleagues in a few more, here are some conclusions.
 
How do they compare with yours?
 
  1. Alliance management is similar to other business development activities. Still, it has specific requirements: address them when pursuing strategic partners.
    For instance: use an alliance indicator to gauge performance, such as joint BD rather than one organization’s own BD. Then, make individuals accountable for that, and general BD will follow.
    Even if alliance managers end up doing similar work to others, the fact they do it with the partner makes the difference.
  2. Managing a global alliance requires both country-specific understanding of the two partners’ local roles in their market, and global understanding of the partners’ cultures and the global alliance’s governance mechanisms.
    Either one without the other is pretty viable, yet much less effective: think biking with one pedal. Now think downhill. Now think uphill. 

The most tangible proof: selected alliance-specific challenges stem from how the two partners’ business models map. So, these challenges apply in any country, to that specific alliance.

To overcome alliance-specific challenges, use both global tools and knowledge, and country-specific resources and insight.

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Posted March 1, 2010 by Gianluca Marcellino in Alliances

One response to “International Management of Global ICT Alliances: Two Conclusions

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