The buck stops here
“They generally have best intentions to improve output but incompetence, stove pipe communications and lack of good quality people consistently hinder progress.” Project Director, UK Defence Customer
In our experience, it is sad to say that poor management practice is common in very many substantial alliances. There are essential things that you must do to make your business-to-business relationships move up a gear or three and achieve outstanding results. However, it’s no use you nodding your head sagely because you must realise that success is dependent on strong, hands-on management. Without this our advice is just a doorstop!
Board failures – Top bosses who do not make it clear what they are trying to achieve and how the alliance will be managed are flying blind. Seriously, you can’t just lob it down to the next level and expect it to happen unless you have the relationship management skills in your organisations.
“You are telling me that our major client (global oil and gas company - $750m p.a.) introduced collaborative working 18 months ago, this is the first I’ve heard of it!” UK Regional Director, Global IT Company
Culture of suspicion -Time and time again we see customers working with their suppliers in the old ‘them and us’ way. ‘We line them up and shout at them’ versus ‘we screw them for all they’re worth’. The result is cooperation goes to the dogs. This situation is sustained by pedantic, ivory tower commercial practices that often use terms and conditions as a ‘rod to beat people with’.
“We have a ‘collaborative relationship’ and are the only supplier of some product lines yet we are on a three-month contract!” MD, Premium Food Manufacturer
Hair on fire – If you don’t put a plan together at the beginning then how do people know what to do? How often have you seen staff working harder rather than smarter? Without overall direction things start to go wrong, trust is lost between the partners and wrangling begins.
Standback managers – There is a tendency today for managers to step away from the coal face and only pass good news up the line. They ignore their responsibilities for joint processes, leading their teams and getting involved in day-to-day operations. Such behaviours result in dysfunctional relationships that become complacent. They limp along when they should either be invigorated or canned. This is often the death-knell to a joint enterprise.
Reorganisation in our partner's HQ has resulted in poor leadership, cramped working conditions and low morale. They do this periodically when things get sticky. Operations Manager, UK Defence Supplier
People power – When you step outside the bounds of your organisation you inevitably put pressure on your people. Some will feel threatened and will actively resist the change. Others will watch out of curiosity but not take part, after all this new way was not invented here. Failure to get your team on-board will bog down managers and lead to poor joint performance. How long do your staff stay in your organisation? What do you do to keep them?
“They don’t seem to talk interdepartmentally. They are not aware of what's going on outside of their box. They often ask for information that has already been given to someone else. This causes us frustration.” Relationship Manager, Global Confectionery Manufacturer
Collaborative relationships are complex and require close, experienced management attention to function properly. What’s more they come with challenging objectives and the need to seek new opportunities. Good managers are the key!