1 / 15

Building Strategic Alliances

Building Strategic Alliances. South Dakota Nonprofit Enhancement Project July, 2009. Introduction. Alliances can be a powerful force for change A well-rehearsed set of voices can make powerful change Money and power change people Working together is not without stress and challenges

Sophia
Télécharger la présentation

Building Strategic Alliances

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Building Strategic Alliances South Dakota Nonprofit Enhancement Project July, 2009

  2. Introduction • Alliances can be a powerful force for change • A well-rehearsed set of voices can make powerful change • Money and power change people • Working together is not without stress and challenges • Be careful what you wish for

  3. The Types of Alliances • Network • Cooperation • Coordination (or Partnership) • Coalition • Collaboration • Merger

  4. Purpose Dialog Clearinghouse Base of Support Structure Non-hierarchical Flexible linkage Roles loosely defined Process Informal leaders Minimal decisions Little conflict Informal communication Network

  5. Purpose Needs/resources coordination Low duplication Tasks acknowledged Structure Few people serve as the communication hub Roles are defined Links advisory Group leverages dollars Process Issue-focused leaders Group decision-making Communication is frequent and clear Cooperative

  6. Purpose Dollars are shared Merged resource base To build something new Structure Core people serve as decision-makers Roles are defined Links are formalized New dollars are developed Process Issue-focused leaders Group decision-making Communication is frequent and clear Coordination (Partnership)

  7. Purpose Ideas are shared Resources are realigned Three-year commitment Structure Shared Decisions Roles/time defined Written linkages New resources and a merged budget Process Shared leadership Communication is common and prioritized Coalition

  8. Purpose Shared vision Interdependent system Structure Consensus of all in decision-making Roles/time/evaluation formalized Written formal links Process Shared leadership High trust level Ideas/decisions shared High level of communication Collaboration

  9. Purpose Shared mission, vision, values Create a single system Attain critical mass Permanent alignment Structure Formal documents Formulation of new corporate structure Single decision-making entity Process Single leadership Common mission Merged dollars Merger

  10. Why Align? • “Austerity measures” – Eliminating duplication, maximizing assets • “Savings oriented” – Improving economies of scale and scope • “Synergies” – Bringing together common complementary capabilities • “Revenue enhancement” – Ability to leverage $ to implement common mission elements • “Mission impact” – Ability to demonstrate positive impact and mission fulfillment

  11. The Single Most Important Element for Successful Alignment • “The common good” -- Each participant’s mission, vision, and strategic goals must be fulfilled.

  12. Questions that drive alignment decision-making. • Why should we collaborate? -- Clearly articulate the function and value of the alignment to EACH organization’s strategic goals. • What type of alignment should we undertake? -- Clearly defining the implications of the different modes of alignment and determining the optimal level for the specific circumstance. • With whom should we align? -- Driving alignment decisions based on mission, values, needs and competencies. • When should we align? Addressing the crucial factors of time for EACH aligning entity. • How should we align? -- Articulating the management, measures of success, and all related considerations of operation.

  13. The Elements of Alignment • Understanding the level and type of alignment desired • Making connections • Ensuring strategic fit • Generating value • Managing the relationship

  14. Considerations • Don’t assume a common mission/purpose – just because you share a race, community, common client doesn’t mean you are in sync • Build the relationship first – like each other before entering into alignment • Set boundaries when you are happy -- Communication, problem-solving, rules of engagement, conflict management, and measures of success go better with rules • Build in time to assess the success of the alliance structure – Take the time go do this work while assessing success of common goals

  15. Thank You! 818 S. Hawthorne Avenue Sioux Falls, South Dakota 57104-4537 (605) 336-0244 or (888) 4-SUMPTION www.sumptionandwyland.com

More Related