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