Leadership of change is critical during the early delivery phase, as integrated teams come together and enabling changes to take effect:
- Collective management responsibility:
- The alliance leadership team have been given collective ownership of business outcomes, providing a clear set of high level success measures for the alliance.
- Collective decision making responsibility has been established in setting up the leadership groups for the alliance; typically an alliance Board and an Alliance Management Team.
- Clear terms of reference have been established for all collaborative leadership groups, demonstrating to the Alliance organisation that collaborative decision making is in place.
- Maintaining leadership of change:
- Partners have given commitments on the time and duration of the selected management groups, ensuring leadership continuity during the first phase of the alliance.
- The leadership team share a clear and common articulation of the look and feel of the alliance and how it will operate.
- An internal communication plan has been set up by the leadership team, to identify and ‘celebrate’ early examples of collaboration, as an enabler to the required change.
- The alliance is supported by a visible drive for change from both the client and partner organisations.
The following case study provide a detailed look at how organisations have used alliances and the lessons that have been learnt.
What comes next?
The next cell in the Alliancing Code of Practice grid is Delivering commercial
View the complete Alliancing Code of Practice grid