Strategic Alliance Magazine Q3 2017 - 41

Building
Reputation

Establishing and Strengthening the Reputation
of Your Alliance Management Organization
By Gary Butkus, RPh, CA-AM, and Kerri Randel Charles, CA-AM

Reputation: Who Cares?
Alliance management as a profession is relatively young. Not everyone understands exactly what

alliance management does or the value that it creates.
Therefore, it is not only important to be clear about
what alliance managers contribute, but also to be transparent about the manner in which we do our jobs. What
should be vital to each of us is that we have a reputation
that precedes us-one that gets us invited to the decision-making table, one that ensures our voice is heard,
and one that business leaders appreciate and value.
So, do your business and alliance partners know what
you do and how you do it? How would they describe you
and your alliance management team? Dependable? Indecisive? Trustworthy? Conservative? Innovative? The
adjectives they would choose provide important clues to
the reputation you have with your partners and within
your organization. Whether you are part of a large alliance management team or your firm's sole alliance
professional, how you conduct yourself and how you are
perceived influences how your partners view you. It is
your reputation.
Reputation is defined as a widespread belief that someone
or something has a particular habit or characteristic. Although it may seem like an intangible concept, a strong

reputation can help strengthen current alliance relationships, attract future partners, and solidify your place in
your company. Defining, building, and maintaining a
strong reputation does not come easily, but putting in the
work to do so will yield great value.

Lilly's Journey
Lilly's Office of Alliance Management (OAM) has been
deliberate in its approach to reputation management,
both internally and externally. OAM is clear about what it
is, what it believes, how it operates, and for what it stands.
Importantly, OAM works to ensure that others are aware
of this as well.

DEFINE: Determine Guideposts
Our reputation management journey has been an interesting one. From the outset, OAM's goal was to create a
team focused on making alliances more productive and
profitable. Partnering was new to Lilly, and alliance management was not a well-known or valued skill set. OAM's
leaders wanted to help internal business partners understand how the team would add value. While they didn't
create a specific plan to manage reputation, these leaders
knew it would be important to clearly define the group's
Q3 * 2017 | STRATEGIC ALLIANCE MAGAZINE

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