Deciding leadership - The Alliancing Code of Practice for Infrastructure Alliancing

This page explains the 'Deciding leadership' cell of the Alliancing Code of Practice grid. This grid helps to understand who needs to do what, at what stage, for a successful infrastructure alliance.

The 'Deciding leadership' cell of the Alliancing Code of Practice grid for Infrastructure Alliancing

Deciding leadership

A strong leadership platform will have been established during the Deciding to alliance phase, including:

  1. Clear client commitment to alliancing:
    • The commitment to establishing an alliance is evidenced in client corporate decisions such as Client Board or Sponsor approval to alliancing as the preferred delivery model.
    • The customer outcomes (or business requirements) to be delivered by the alliance are clear, agreed and documented - and provide a clear starting point for the measurement of alliance performance.
    • Commitment to alliancing is embedded at senior levels in the client organisation. This has been achieved through an engagement process that has established leadership buy-in prior to the Creating an alliance phase.
    • An initial framework for the change plan is in place and is based on a clear understanding that effective collaboration will require an investment in cultural change across the client organisation.
    • The duration of the alliance is clearly defined and an initial exit strategy is in place providing for effective close-out of the alliance.

What comes next?

The next cell in the Alliancing Code of Practice grid is Deciding commercial

View the complete Alliancing Code of Practice grid

The Alliancing grid

Deciding leadership cell of alliancing grid
The 'Deciding leadership' cell of the Alliancing Code of Practice grid for Infrastructure Alliancing

The next cell in the Alliancing Code of Practice grid is:

Deciding commercial

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