Strategic Alliances & Business Partnerships

Using specific collaboration tools, collaboration needs, strategic objectives and action alternatives are evaluated and discussed together with the client. The feasibility of the collaboration often depends on the collaboration efforts involved.

A critical study of the performance criteria and the systematic search for attractive partners with a precise „fit-verification“ keeps partner risks and search efforts low. Their support is necessary to evalute the compatibility with your organisation in terms of strategy, culture and structure. Lastly, performance objectives and targets of both parties are clearly defined in a collaboration agreement.

Different corporate cultures, opinions and business processes need to find a common ground. The joint creation of a collaboration process includes defining project and strategic directions and coordinating communication and decision-making processes. Setting up ground rules and standards will support the development of a common collaboration culture, if and when different views, interpretations or misunderstandings are resolved immediately.

Successful collaboration needs to be nurtured by encouraging partner exchanges, conflict management, periodic reviews and monitoring of collaboration efforts. Feedback and time for reflection support the mutual learning process.

The planned duration of partner alliances, as well as rules for future exit should be established right at the start. This minimizes risks and avoids unpleasant surprises at the end.

A collaboration space provides a “container” that can absorb collaboration dynamics and connect collaboration partners with collaboration tasks.

Action learning is based on bringing experts and managers from different organisational units together to work on their own joint project or help solve overarching tasks and issues within the organisation.

While the cross-functional, interdisciplinary group works on pending issues, it also reflects on its learning experiences

• By themselves, on their personal mindset, ways of thinking and response patterns and their potential needs for training & development as specialists and managers.
• With the group on their collective patterns that enable or hinder collaboration.
• With the organisation about the conditions that enable or hinder developing solutions for the project.

The knowledge gained during these processes is translated into concrete actions (fast cycle prototyping). Through implementation, new experiences for learning can be made. This provides feasible solutions for the upcoming project and builds momentum for the further development of staff, management and the organisation as a whole.

In this simulation, you will learn how different cultures, perspectives, practices and conflicts affect decision-making processes during collaborations in and across the organisation and how solutions can sometimes be blocked. You will also learn about new methods and procedures that facilitate joint solution finding and decision making with various internal and external stakeholders.