Alliances bring about unique considerations for talent. Transparent communication along with upfront planning can be helpful in eliminating surprises.
It is critical for the alliance partners to quickly identify leaders and design the alliance structure to create a high performing culture. Once leaders are identified, they will need to ensure that alliance employees are engaged – this is done through communicating expectations and developing a compensation program that motivates employees. Compensation programs may be complex and result in challenging accounting considerations. All of these items must be considered at the onset to ensure the alliance starts off on the right path.
Leaders of the alliance should be identified early in the process so they can help understand its mission, design its structure, understand its operational goals, and determine how it will operate. Observing how executives interact during the planning process of the alliance can provide insight about who the best candidates may be for leadership roles of the alliance. Indicators of leadership potential include:
Leaders from both organizations generally should be involved in determining the leadership team of the alliance. This can have a positive impact on productivity and retention, reassuring employees from both companies of the importance of the alliance.
Partner, Deals, Alliances Services Leader, PwC US
Director, Deals, PwC US