Strategic Alliance Magazine Fall 2016 - 49

EDITORIAL SUPPLEMENT
with your alliance counterparts, and look for opportunities to engage LSS. As you progress through
the alliance lifecycle, be aware of those inflection
points that could benefit from the tools or resources that an LSS group can bring to bear in benefiting
the alliance.
On the other hand, if your company does not have
an LSS organization, ask your alliance counterpart
whether their company does. Collaborate to learn
whether and how you can access their resources to
address potential issues in the alliance. Acknowledge and appreciate the fact that your alliance
partner has an additional ingredient that can play a
part in value creation.
If both alliance partners have LSS organizations,
you are indeed lucky. Put members of the LSS
teams in touch and encourage them to work collaboratively, similar to the other members of the
alliance partnership. Help them identify the broken
or non-existent processes in the alliance that form
the foundation of their LSS work.
Finally, if neither company has deployed an LSS
team, don't despair. There are a number of online
resources that you can use. Try iSixSigma (https://
www.isixsigma.com), a comprehensive free site
that offers informative articles, interactive discussion forums, and, most importantly, a variety of
tools and templates. Do some exploring, and see
whether there is anything that might address the
issues you're facing or problems that you think
might arise.
In future articles, we intend to explore how
alliance efficiencies and inefficiencies affect
areas of risk, how LSS can also be leveraged
as a talent pool for alliance management,
and specific examples of how to put LSS
into action within your company's alliances.

A Final Toss
Alliance management is an important element in creating value, given the role it plays in managing risk, problem solving,
maintaining open lines of communication, and overseeing
governance. At times, issues may arise in the form of broken or
non-existent processes that may be addressed more thoroughly with the addition of Lean Six Sigma tools. Knowing how,
when, and where to mix in this ingredient will help you improve the final product. Just as you can enjoy a delicious and
well-dressed salad, you can celebrate a successful partnership
that alliance management and Lean Six Sigma have combined
efforts to produce. n

Gary Butkus, RPh, CA-AM, is director
of alliance management at Eli Lilly and
Company and is a certified Lean Six Sigma
Black Belt. He also serves on the Board of
the ASAP Midwest Chapter.

Kelly Eads, RPh, CA-AM, is director of
alliance management at Eli Lilly and
Company and is a certified Lean Six
Sigma Black Belt.

49
FALL * 2016 | STRATEGIC ALLIANCE MAGAZINE



https://www.isixsigma.com https://www.isixsigma.com

Table of Contents for the Digital Edition of Strategic Alliance Magazine Fall 2016

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