ALLIANCE MANAGEMENT ENSURES AGREEMENTS WORK AFTER THE DEAL IS SIGNED by Cappadona

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                 >                             ALLIANCE MANAGEMENT ENSURES
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                                               AGREEMENTS WORK AFTER THE
                                               DEAL IS SIGNED
                                       >       More and more companies are announcing alliances. Recently AAMI, SunAlliance and APIA, have
                                               partnered to strengthen their market position on the back of the Promina alliance. Alliances are
                                               constantly announced in a variety of industries: entertainment (Time Warner/AOL), construction
                                               (e.g. North Side Storage Tunnel Project Alliance, Priority Sewerage Program Alliance), banking and
                                               information technologies, (CBA/Microsoft; CBA/McDonald’s) and the airline industries (Star
                                               Alliance etc). Yet, while many alliances are successful, many fail. For example, the Melbourne
                                               Citylink project was fraught with problems and even though it was completed, it was riddled with
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                                               many controversies. Aligning two or more organisations, often with differing cultures, systems and
                                               processes is not easy. Effective alliance managers need to orchestrate the commercial relationship,
                                               build and maintain alignment, establish trust, and keep the collaboration process moving forward.
                                               They must also know how to manage and share knowledge across the alliance, within their own
                                               organization and amongst its partner organizations. If they have such alliance management
                                               competencies, they can help ensure cultural fit and adherence to the alliance concept.
                                               ENSURING CULTURAL FIT.
     >                                         "Cultural fit" does not mean that partners must be precisely the same kinds of companies. Rather,
      >                                        it means accepting and appreciating the differences and bringing them into play to move the
                                               alliance forward. In essence it is about leveraging success from the best that the different
                                               organizations have to offer.
                                               Alliance management competencies need to reflect that a partnership ultimately depends on the
                                               integrity and quality of the people involved. Such competencies need to build a collaborative culture
                                               with a sense of fairness and shared risks, and bring a powerful vision to the partnership.
                                               FINDING THE RIGHT PROCESS.
                                               Alliance managers do more than just monitor compliance with the terms of the agreement—they
                         >                     oversee the governance activities. It is the latter that provides accessibility to, and involvement of,
                                       >       senior management. Senior management sponsorship of the partnership is the foundation for
                                               support and commitment.
                                               Partnering processes need to provide ongoing opportunities for communication and sharing
                                               information, including routine contact with partners and regular contact with the various key
                                               stakeholders. Such processes are supported by information and communication technologies to
                                               make the relationship tighter—for example extranet websites for data sharing and exchange.
>                                              Finally, alliance managers that proactively identify and deal with disagreements can ensure fast
 >                                             resolution of difficult issues to keep the partnering process moving forward—avoiding "no decision"
                                               situations.

                                               THE CHALLENGE
                     THINK.CHANGE.DO




                                               The challenge for businesses is to ensure they invest in supporting and fostering the core
                                               competencies of alliance managers. Alliancing is not easy and simply signing a contract is just the
                                               beginning. The real work for alliancing is in the way it’s managed and relationships fostered and
                                               developed. By investing in managerial core competencies, alliancing can work for your organization.
                                               Dr Siggi Gudergan




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                                       Dear Member,
                 >
                                       Welcome to Issue 1 of the UTS Business Network newsletter for 2003/4.
                           >
                                       This edition brings you more expert views on current affairs, including the validity of partnerships
                                       and alliances in our lead article by Dr Siggi Gudergan plus news from the Centre for Corporate
                                       Governance.
                                       The first quarter of 2003 has been a busy time for your Network. Many of you will be aware that
                                       Anne Blair retired from her co-ordination role in March. Anne passed her duties into the capable
                                       hands of Deborah Horwood who joins us with extensive experience in marketing and advertising,
                                       particularly within tertiary education.
                                       In conjunction with the Business Network committee Deborah has started work implementing a
                                       full and varied calendar of Network events.
                                       The Network is also continuing to develop contacts with other areas of UTS to bring you events
                                       from around the Campus. Recent examples include Downshifting in Australia, presented by Dr
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                                       Clive Hamilton and the Dawning of the Digital Age presented by Professor Steve Burdon.
                                       Other member benefits this year will include the introduction of a mentoring and coaching
                                       programme, and popular MBA Refresher conference.
                                       Through these events and membership benefits the UTS Business Network will continue its work
                                       providing these valuable links and services to our members. Of course, being a voluntary
                                       organisation we depend on your membership fees to provide quality events and services. So I do
                                       hope that you will wish to continue your association with the UTS Business Network by renewing
                                       your membership for the next financial year on 1 July.
                                       Finally, I am also pleased to introduce Alpha Yee who is the newest member of the Business
                                       Network Committee. Alpha is a current MBA student and a talented PR practitioner who brings
                                       excellent PR and event management skills to the committee. I trust you will enjoy reading her
                                       profile, which is featured in this issue.


                                       Best regards,




                                       Paul Vorbach
                                       President
                                       UTS Business Network




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                                       UTS CENTRE FOR CORPORATE
                                       GOVERNANCE
                                       The public launch of the UTS Centre for Corporate               international corporate governance, including
                                       Governance took place on 18 March 2003 at the                   comparisons of Anglo-Saxon shareholder value
                                       Commonwealth Bank in Martin Place. Sir Adrian                   approaches with European stakeholder and Asian
                                       Cadbury launched the Centre, with presentations given           systems.
                                       by, David Murray, CEO of the Commonwealth Bank,
                                                                                                       The Director of the Centre, Professor Thomas Clarke,
                                       Margaret Livingstone, Chairman of the CSIRO, Maurice
                                                                                                       said at the launch of the Centre that change was needed
                                       Newman, Chairman of the ASX and Professor Thomas
                                                                                                       both in Australia and internationally and achieving
                                       Clarke, Director of the Centre for Corporate Governance.
                                                                                                       effective reform would be a lengthy process.
                                       With recent corporate collapses of organisations such
                                                                                                       "Reminding company directors of their responsibilities
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                                       as Enron, One-Tel and HIH the Centre has been
                                                                                                       periodically is not enough", Professor Clarke said. "We
                                       established at a time when many questions are being
                                                                                                       need to be able to make more accurate judgements on
                                       raised over the roles and responsibilities of Company
                                                                                                       what is the pattern of corporate governance in Australia.
                                       Boards and Directors and the issue of corporate
                                                                                                       What are the compensation schemes that are prevailing,
                                       governance has been placed squarely in the spotlight.
                                                                                                       typically what is the background of directors, whether
                                       Corporate governance is the system by which                     auditors are doing consulting or not for the firms they
                                       corporations are directed and controlled. The Centre for        are auditing and to give that statistical credibility across
                                       Corporate Governance brings together researchers                the corporate sector"
                                       from accounting, finance, management and legal
                                                                                                       Professor Clarke said "Judging by current events,
                                       backgrounds to provide a comprehensive,
                                                                                                       corporate governance in Australia has some way to go."
                                       interdisciplinary approach to one of the most critical
                                       problems faced by organisations in both the private and         The Centre for Corporate Governance is engaged in
                                       public sector.                                                  research and development partnerships with a number
                                                                                                       of major companies including the Commonwealth
                                       The Centre’s key areas of research will include the
                                                                                                       Bank, Dibbs Barker Gosling, Coca-Cola Asia Pacific,
                                       financial aspects of corporate governance, including the
                                                                                                       ACNeilsen and PriceWaterhouseCoopers.
                                       economic impact of outside directors and auditors and




                                                                  PROFILE OF ALPHA YEE                 suppose, just like a good balanced meal, three times a
                                                                  Alpha Yee is the newest member of    day is a good start!
                                                                  the Business Network Committee.
                                                                                                       WHAT MOTIVATED YOU TO DO AN MBA?
                                                                  She is a PR professional and is
                                                                                                       I always want to learn and try to see the bigger picture
                                                        PROFILE




                                                                  currently studying her MBA at UTS.
                                                                                                       and the MBA seemed perfect for that purpose.
                                                                  QUALIFICATIONS
                                                                                                       WHY DID YOU CHOOSE TO JOIN THE BUSINESS
                                                                  Bachelor of Metalurgical
                                                                                                       NETWORK?
                                                                  Engineering
                                                                                                       The exposure to people who are genuinely interested in
                                       Bachelor of Applied Science in Information Studies              promoting professional expertise.
                                       (Public Communication)
                                                                                                       WHAT DO YOU HOPE TO ACHIEVE AS A MEMBER OF THE
                                       CURRENT JOB?                                                    COMMITTEE?
                                       Public Relations and Events Executive at 360                    To learn and grow as a professional. To make a
                                       Partnership, specialising in finance and corporate              difference.
                                       communications.
                                                                                                       WHERE WILL YOU BE IN FIVE YEARS TIME?
                                       MOST ENJOYABLE PART OF YOUR JOB?                                Hopefully very happy and content in whatever I’m doing.
                                       Day to day people contact. Building rapport with all            Not too fussy!
                                       levels of an organisation.
                                                                                                       WHAT ARE YOU PASSIONATE ABOUT?
                                       WORST PART OF YOUR JOB?                                         I’m passionate about hard work and hard play!
                                       Doing daily timesheets to charge clients.
                                                                                                       Achieving my goals and dreams.
                                       BEST TIP FOR BALANCING WORK, STUDY AND PLAY?




                               >
                                       I can’t say that I have the best tip or balance. But I
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                                       UPCOMING EVENTS
                                       WE HAVE SOME THOUGHT PROVOKING AS WELL AS FUN EVENTS COMING UP DURING 2003,
                                       HERE ARE JUST FEW :


                                       3 JULY 2003
                                       Professor Michael A. Adams – How can we measure the impact of corporate governance on global
                                       corporations and individual Australian officers?


                                       27 NOVEMBER 2003
                                       AGM and end of year dinner – venue to be announced.
    UTS:BUSINESS NETWORK



                                       MARK YOUR DIARY! DETAILS OF THESE KEY EVENTS AND OTHERS WILL FOLLOW AS DATES FALL
                                       NEARER.




                                       UTS BUSINESS NETWORK
                                       The UTS Business Network consists of members who have completed a business degree at UTS or are currently
                                       enrolled in the UTS Graduate School of Business. Members share a common desire to ensure that the potential
                                       networking benefits in undertaking business studies at UTS are fully realised and continue beyond graduation.
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                                       CONTACT THE BUSINESS NETWORK
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                                       EMAIL: deborah.horwood@uts.edu.au         PHONE: + 612 9514 3074           FAX: + 612 9514 3557




                                       UTS GRADUATE CONNECTIONS
                                       Provides a contact point for all graduates to access     SERVICES
                                       UTS information, events and services. As a graduate      > Access to the University Library
                                       of the University, we are proud to acknowledge your      > UTS Union services and facilities
                                       status as an important and continuing member of the      > Discounts on short courses
                                       UTS community and hope that you stay connected. As
                                                                                                > Computer hardware at education
                                       a member of Graduate Connections, you are eligible
                                       to join the Business Network.
                                                                                                  prices through Bits and PC’s
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                                       INFORMATION
                                       STAY CONNECTED graduate magazine is provided             GRADUATE NETWORKS
                                       free for graduates.                                      Graduate Networks have been formed to foster links
                                                                                                between graduates and the University. These alumni
                                       EVENTS                                                   groups, such as the Business Network, provide
                                       Stay in touch with friends through social and            opportunities for social and professional networking.
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                                       CONTACT GRADUATE CONNECTIONS
                                       WEB:      www.graduateconnections.uts.edu.au EMAIL: graduate.connections@uts.edu.au
                                       PHONE: + 612 9514 8036 FAX: + 612 9514 8033
                                       PO Box 123 Broadway NSW 2007




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