The Alliance Partner Collaboration Assessment is the life blood of a successful alliance collaboration. Without correctly initiating the processes in this assessment, a company will be hard pressed to win its share of business in the federal marketplace because it will lack the infrastructure, internal and external systems and processes required to support the customer’s needs. These needs go far beyond just fulfilling the requirements as defined in the statement of work.
Every successful organization must ask itself these questions and then incorporate the definitive answers into its vision and mission statement and ultimately etch them into their infrastructure. This is just a sample of the kinds of information that is required to perform the assessments.
- What are we looking for in an Alliance /Collaboration Partner?
- Is there synergy between our company and the potential alliance/Collaboration Partner?
- Do we have chemistry? If so, what is it? If not, how will we create it?
- Do we have a strategic fit? If so what is it?
- How well do our core competencies match up?
- What will our value proposition be?
- Do we share the same strategic goals?
- What is our vision? Does it map to our potential partners?
- Do we have the same values?
- How well can we integrate our cultures, infrastructures and processes?
- What growth direction are we pursuing?Those companies who have not built the right foundation will be consistently weak players in the federal market. They will be in reactive verses a proactive mode of marketing to potential federal customers.This assessment should become an ongoing process and should be reviewed and updated quarterly. The information acquired will provide sufficient detail to effectively convey and reflect the status of the alliance/collaboration initiative. Review and evaluation of the status of the alliance/collaboration will be performed by the management team overseeing the activity.
The purpose of the assessment process is to identify each of the vendor’s strengths and weaknesses as they relate to the opportunity bring pursued. By providing an assessment of each vendor, it will allow the identification of their strength and assist in forming the basis for building a strong team. Core capabilities are matched to the core capabilities of each vendor being considered for the alliance which will be evaluated in order to solidify the synergy of the team.
It is imperative to establish a common understanding of expectations about the alliance and the opportunity. You will need to ascertain thorough knowledge of the DNA of each company and their Ecosystem. This is accomplished via in-depth interviews with key personnel. Integrating this will build the foundation and infrastructure platform for the alliance that will be imperative to its success.
The objective of the assessment is to develop a formal process for developing the needs of the alliance/collaboration team. Through this process the relationship will begin and each vendor will become more aware of their internal strengths, weaknesses and needs of the alliance/collaboration team. In addition, each vendor will become intimately familiar with the each other vendors’ philosophy concerning corporate growth and viability.
The initial assessment is based on the match up in the vendor profiles. A further review of the vendor’s profiles will be conducted by the management team overseeing the alliance/collaboration program by conducting interviews with key members of the selected vendors staff, area specialists and executives. The findings are subsequently documented and comprise the core content of the assessment. The team considers the vendors self-assigned priorities and augments their priority with the needs or requirements of the contract opportunities being pursued. The needs for the team are prioritized at a level that will allow adjustment as change occurs from the program perspective and the opportunities.
The vendor firms are in a highly dynamic environment, particularly the smaller firms. For this reason, the assessment findings are flexible and adaptable to change. The goal is to make the needs tangible which should simplify the process of measuring and assembling the alliance/collaborative teams quick progress to program implementation.
The management team should exercise great care in documenting “needs” that support those needs with “anticipated opportunities.” Remember this is a strategic mid-range to long-term program process and it will require buy-in and support from multiple levels of the organization.
This article was written by Earl S. Holland III, President/CEO, Growth Strategy Consultants, LLC. The assessment is a very detailed comprehensive process. For more information please contact Earl Holland at firstname.lastname@example.org or call 703-865-8346