Collective leadership is critical during the procurement and transition phase including:
- Establishing alliance leadership:
- Decision making responsibility and levels of delegation have been clearly defined, ensuring clarity on decision making responsibility across client, alliance and individual partners.
- The authority required for alliance leaders to fulfill their roles has been identified and is reflected in role descriptions
- The individuals proposed for alliance leadership roles have the authority to make collective alliance decisions on behalf of their partner organisations.
- The alliance leadership are clearly engaged in the overriding vision and are set to act as advocates throughout the transition phase.
- The client or sponsor team has signed-up to the key targets for the alliance, ensuring key stakeholders have a shared expectation of what success looks like.
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 Creating commercial
View the complete Alliancing Code of Practice grid