C A S E S T U D Y : B AY E R and it is not connected to the Bayer perfor- opportunity to take the CA-AM assessment mance review process. to obtain professional accreditation. n G lobeSmart and TKI: Participants take industry-recognized profiling assessments to gain additional insights into their style and On the job n O nboarding session: All new alliance professionals their approach and how this connects with introduced to the alliance, key alliance con- 40% 60% 80% Joint problem solving 50% Conflict management 50% 48% Ability to influence internally & externally 33% 15% 13% 9% 4% Ability to adapt own management style Negotiation of win/win solutions 32% Alliance know-how Managing alignment between Buyer and the partner 23% Managing difficult conversations 23% Leadership in a partnering context 21% 18% Bringing a sense of fairness to all partner interactions 32% 28% 100% 82% Building and maintaining trustful relationships 37% onboarding sure new alliance team members are n C ertification: Alliance managers have the 20% formal sessions from their alliance managers to en- those of their counterparts. 0% receive STC SOLUTIONS Ability to read people/situations Gaining commitment Managing difference Dealing with emotions SURVEY OF GREATEST ALLIANCE CHALLENGES Desire and ability to leverage diversity Coaching and mentoring others Figure 4 27 Q2 * 2017 | STRATEGIC ALLIANCE MAGAZINE