Sustaining integration - The Alliancing Code of Best Practice for Infrastructure Alliancing

This page explains the 'Sustaining integration' 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 'Sustaining integration' cell of the Alliancing Code of Practice grid for Infrastructure Alliancing

Sustaining integration

As the alliance develops integrated teams will mature and broaden, with best practice openly shared across the organisation;

  1. Sustaining an integrated organisation:
    • The positive dynamics of a collaborative environment have been created, including:
    • An open and visible view of every aspect of performance
    • On-going exchange of best practice between teams
    • Constructive peer pressure related to partners dependency on each other’s performance.
    • A drive for on-going improvement.
    • Direct competition between teams, such as being required to price or bid for elements of work against each other, has to be avoided. Collaboration and competition do not co-exist.
    • The advantages of a longer term relationship have been reflected in the organisation and people strategy for the alliance, enabling a longer term view of resource and skill development.
    • Enabling stakeholder relationships have been identified and are owned by appropriate alliance members - effective relationship management being an important part of alliancing.
    • The co-located work environment enables integration and collaboration, including:
      • Effective co-location
      • Shared communication
      • An alliance brand or identity.
    • The ‘best for the task’ selection process remains in place through the operating phase of the alliance, to select the right individuals for integrated teams.
    • The induction process remains in place to integrate new starters through the lifetime of the alliance.
    • Alliance employees identify with the brand and identity of the alliance.
  2. Integrated performance management:
    • A process is in place to identify and deal with any individual partner issues through an on-going client / partner review process or through a specific ‘partner’ forum. This will form part of an ongoing development plan for each alliance member.
    • Shared business systems provide a single and visible view of alliance performance.
  3. Managing performance in integrated teams:
    • Performance management processes allow the alliance objectives to be set and reviewed within the integrated alliance teams - and fed back into partner reward and development processes
    • Personal development plans, undertaken within the appropriate employing partner, utilise feedback from the alliance integrated teams on individual performance and progress.

Case studies

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 Sustaining leadership

View the complete Alliancing Code of Practice grid

The Alliancing grid

Sustaining integration cell of the alliancing grid
The 'Sustaining integration' cell of the Alliancing Code of Practice grid for Infrastructure Alliancing

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

Sustaining leadership

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