One of my most important takeaways from Vantage Partner's Alliance University last month was the whole idea that alliances at their core, are about managing differences.
We've all heard people say that alliances are all about "finding the win-win", "looking for the joint value proposition", finding "common ground" and the like. It turns out, that while those things are important, even necessary in forging an alliance relationship, they are not sufficient.
Why?
Well, think about it. According to various studies, alliances have a 50% (or higher depending on the study) failure rate. Presumably, the alliances formed based on identified "common ground" or compelling "joint value proposition", but they didn't last. When I look back at failed partnerships in my 15+ years in alliances, the root cause of the failures was a lack of attention paid to the differences between the two organizations.
Alliance managers sit in between two organizations with different structures, business models, politics, org charts, policies, cultures, philosophies, processes, contracts, etc. etc. The list of differences is usually longer than the list of things we have in common!
When we just focus on the things we have in common, the things our two companies are completely aligned on, and ignore the long list of things where we are not aligned - where we have differences - we are inviting the inevitable conflict. Often that conflict simmers under the surface, but it is always there, like a cancer on the alliance relationship. Left untreated, the patient - our partnership - dies.
Instead, we should proactively, deliberately and intentionally, work with our partner to identify our areas of difference, with particular focus on those areas that are likely to cause conflict. It is a fool's errand to pretend that we can wish away or hope away these differences. A better strategy is to face them head on, and talk openly as a joint team about how we can manage these differences.
Managing differences is job #1 for alliance managers!
