Build the internal capability for strategic partnerships and alliances rather than depending on external support indefinitely.
Managing Strategic Partnerships and Corporate Alliances
A senior-level treatment of strategic partnerships and alliances, focused on what changes outcomes.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
When strategic partnerships and alliances is unclear, people default to protecting their own function. Teams read what their leaders tolerate on partnerships and alliances far more accurately than what their leaders announce. It concentrates on the parts of this aspect of organisational leadership that determine outcomes and treats the rest proportionately. They acquire practical criteria for judging when strategic partnerships and alliances is working and when it is only appearing to. The programme works equally well for those formalising the organisational leadership capability for the first time and those improving an existing approach. Comparative studies of partnerships and alliances across sectors find the same handful of failure points recurring. What blocks progress on strategic partnerships and alliances is usually unclear ownership rather than unclear intent. Exercises escalate in difficulty, ending with the ambiguous situations that make partnerships and alliances hard in practice. The programme ends where implementation begins, with the organisational leadership discipline broken into steps someone can start on Monday.
Expected Learning Outcomes
Build coalitions across functions to make partnerships and alliances stick.
Align the incentives of different functions so strategic partnerships and alliances is not quietly sabotaged.
Make decisions on partnerships and alliances at the right speed for the risk involved.
Sequence improvements to strategic partnerships and alliances so that each step makes the next one easier.
Translate policy on partnerships and alliances into procedures that hold up under day-to-day pressure.
Judge when to escalate strategic partnerships and alliances and when to absorb it.
Who Should Attend
Board members and non-executives overseeing strategic partnerships and alliances.
Managers of multi-site operations seeking consistency in partnerships and alliances.
Managers of geographically distributed teams handling strategic partnerships and alliances.
Founders and owner-managers formalising partnerships and alliances as the organisation grows.
Public sector managers applying strategic partnerships and alliances within institutional constraints.
Members of committees that take decisions affecting partnerships and alliances.
Course Modules
Strategic partnerships and alliances: conflict, politics and informal power
2 sessions · 8 pointsSession 1What your team concludes from how you handle strategic partnerships and alliances
- Assess the workload strategic partnerships and alliances adds and what you will remove to make room.
- Write down the assumptions underpinning the approach to partnerships and alliances.
- Decide what you will delegate on strategic partnerships and alliances and what you will not, and say why.
- Rehearse the briefing on partnerships and alliances that would follow an incident.
Session 2Reviewing partnerships and alliances when nothing has gone wrong
- Prepare the response for the most likely failure in strategic partnerships and alliances.
- Ask the team what they think is wrong with the plan for partnerships and alliances.
- Give one piece of specific feedback on strategic partnerships and alliances within the week.
- Decide what will be stopped to create capacity for partnerships and alliances.
Partnerships and alliances: influence across functions you do not control
2 sessions · 8 pointsSession 1The paperwork for partnerships and alliances that is actually needed
- Identify your successor for strategic partnerships and alliances and the gap they need to close.
- Identify which function can quietly block partnerships and alliances and address it directly.
- Test whether the team can explain strategic partnerships and alliances in their own words.
- Set the decision rights on partnerships and alliances: who decides, who is consulted, who is told.
Session 2The meeting that finally unblocks partnerships and alliances
- Confirm that contractual obligations around strategic partnerships and alliances are understood.
- Prepare the summary of partnerships and alliances that senior management will read.
- Identify the conversation about strategic partnerships and alliances you have been postponing, and schedule it.
- Define acceptance criteria for partnerships and alliances in advance.
Partnerships and alliances: the conversations that decide the outcome
2 sessions · 8 pointsSession 1Comparing partnerships and alliances with recognised practice
- Confirm that the people affected by strategic partnerships and alliances heard it from you first.
- Build the internal briefing that explains partnerships and alliances to those affected.
- Review a past decision on strategic partnerships and alliances and state honestly what you would change.
- Establish the boundary of partnerships and alliances and record what sits outside it.
Session 2Applying the standard on strategic partnerships and alliances to your best performer
- Set out the decisions in strategic partnerships and alliances that require sign-off and by whom.
- Establish what evidence demonstrates partnerships and alliances is under control.
- State the outcome expected from strategic partnerships and alliances in a single sentence anyone can repeat.
- Decide the point at which you would escalate partnerships and alliances.
Partnerships and alliances: setting direction people can act on
2 sessions · 8 pointsSession 1Showing that partnerships and alliances changed something measurable
- Record what was learned when strategic partnerships and alliances did not go as planned.
- Write down the reasoning behind your position on partnerships and alliances.
- Agree the standard on strategic partnerships and alliances and confirm it applies to everyone.
- Check that partnerships and alliances still works when volumes rise unexpectedly.
Session 2Building someone who can run partnerships and alliances without you
- Reduce the variation in how strategic partnerships and alliances is carried out between teams.
- Rank the weaknesses in partnerships and alliances by consequence rather than by ease of fixing.
- Set escalation thresholds for strategic partnerships and alliances that work out of hours.
- Prepare how you will respond when partnerships and alliances is challenged publicly.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.