- Support the Visionary Plan by providing feedback to other executives regarding any changes, adjustments, or requirements of the alliance.
- With the support of the executive leadership body, be responsible for the design and development of the Alliance Integration Plan to be addressed in Phase Three.
- Develop, implement and measure the impact of the internal communication system designed to inform the rest of the organization about the progress of the alliance in a frequent and time relevant manner.
Information and assistance from ICA during this phase will help identify internal barriers to either collaborative efforts, provide country-specific culture profiles of their alliance partner's country, i.e., specifically, how business is conducted there, assess the recommended key senior executives who will lead the Transition Organization, train the transition teams necessary for Phase Three, and assist in the development of the Critical Success Factors desired from the alliance.
Phase Three Integration (24-48 Weeks)
The intent of Phase Three is to develop an Integration Plan that is mutually agreed upon by both alliance partners.
The success of any integration between two or more organizations is contingent upon the proactive knowledge and thoroughness of thought accumulated in Phase Two. Although this phase is the longest of the four phases (24-48 weeks), it is also the phase requiring the most intensive, face-to-face interaction between the alliance partners. It is during this phase that detailed preparation accumulated in Phase One (Assessment) and Phase Two (Development) comes to the forefront.
The greatest challenge in Phase Three is for the alliance partners to mutually agree upon the Critical Success Factors upon which each partner would like to be measured. This should not only be a listing of these factors, but more importantly, the identification of whom will be accountable for the successful achievement of each factor within each partnered organization.
Two issues need to be addressed during this phase: The first is the development of the necessary communication system between each partner's organization. This will include key personnel from the executive levels down to team members within a facility responsible for completing alliance-related tasks. The second critical issue is to create a plan to integrate the "lessons learned" during this integration process back to each of their existing corporate cultures in order to achieve other successful alliances in the future. Future partners will look for prospective alliance partners who have been successful in the past and can adjust their corporate cultures to the requirements of a new alliance.
Since ICA will have completed country and organization-specific profiles on each partner in the alliance, our role in Phase Three is to support, clarify, and facilitate the integration process between the alliance partners. This would include assisting to negotiate differences between each organization, evaluating critical success factors, measuring desired results, or any cultural misunderstandings occurring during the integration process. ICA will always remain committed to their mission of independent objectivity and strive toward a mutual acceptance of the alliance by all partnering organizations.
Phase Four Evaluation (6-8 Weeks)
The benefits of measuring, tracking and evaluating an alliance process provides invaluable information to each alliance partner.
Phase One (Assessment) data provides ICA and the alliance partners with pre-alliance information, which is repeated during the alliance process in order to assess, in real-time, individual, team, organization and culture changes as they occur. This facilitates the interventions, which, if ignored or postponed, would prove to be very costly for both alliance partners.
A variety of methods can be used to collect evaluation data such as personnel surveys, interviews, focus groups, discussions and informal conversations, records, exit interviews, industry benchmarks, and post assessments of previous measures collected from the organization
diagnostic assessment completed in Phase One. These might include post-assessments and reviews of:
Individual Value Assessments
Organization Value Assessments
Negotiation Style Assessments
360-degree comparisons of Transition Organization's leadership
Executive Emotional Intelligence
Alliance Leadership Competencies Assessments
The need to record evaluation data during the alliance enables all alliance partners to assess their organization's "lessons learned", which in turn, creates an incentive for other organizations to partner with them in the future when new opportunities arise.
A more subtle benefit due to assessment and feedback is that by participating in an alliance process, leaders of tomorrow will be better educated and prepared to lead organizations into the future. The need to form successful alliances will become a requirement of organizations that wish to become or remain globally competitive.