Strategic Alliance Magazine Q1 2018 - 16

ASAP BENEFITS AND CONTRIBUTIONS

fascinated by forms of organizing that are different from
the traditional hierarchy. So where better to go than ASAP?
Next, my own learning and networking are important,
and ASAP is instrumental in that. ASAP members provided a great source of data for my research and gave me
access to their cases. My last book on designing alliances would not have been published without the generous
collaboration of many ASAP members giving me access
to their companies. I was always amazed by how much
people were willing to share.
Finally, I just like the people who are active in alliances.
They have a different way of seeing the world. Therefore, I never saw the things I did for ASAP as "work."
Left: Ard-Pieter de Man with ASAP member Bill Dwyer

great results had been produced. (Over the 10
years prior to ASAP's founding, we were dismayed by how many great champions were
branded as "irritants" within their own companies.) Early on, we realized that ASAP attracted
people because our first members felt isolated
and unappreciated in their own organizations.
When these disaffected champions joined ASAP,
they felt reunited with "family." This led to having
awards, and later certification to acknowledge
their contributions (neglected by their parent
corporations).
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Third, I thought we could all learn from each other.
We were still a nascent field. Universities were not
providing thought leadership. If people with practical expertise around the world had the opportunity
to share their insights and best practices, we would
benefit from the "network effect" that would accelerate our understanding and utilization of
collaborative methods.
Fourth, when Bill Lundberg and I conceived of the
idea of "partner of choice" back in 1992, we realized
that "all ships rise on a rising tide." By focusing entire
industries on becoming "partner of choice," all could
benefit from having a "collaborative advantage." By
getting better at collaboration, each company would,
step by step, raise the bar for all companies.

De Man: I strongly believe in the value-creating potential
of alliances for companies and for society at large. I am also
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STRATEGIC ALLIANCE MAGAZINE | Q1 * 2018

Looking back over the past 20 years, how do you
think ASAP has had an impact on the business
world?
Lynch: Several industries, particularly pharmaceuticals
and high tech, have benefited enormously. Our best
practices have spawned successes resulting in the introduction of new drugs and saving lives, which might
have never happened without lowering the risk of development. New technologies are embedded across the
world that might never have seen the light of day had
our professionals not been in the vanguard. We can
track our work into governments, insurance, consumer
goods, and the automotive industry, among many others. All told, alliance professionals should be proud we
have contributed to building a better world.
Assuredly, the work our profession has performed internally within the ranks of our companies is also
worthy of admiration. We have provided the wisdom,
architectures, language, practices, and tools to further
the better functioning of companies. Our deep commitment to collaboration has helped companies tear down
silos, build bridges between business units, and foster a
new breed of collaborative leaders.
De Man: In the early days we still needed to sell alliances as an option that could be valuable for
organizations to use. Alliances needed to get on the
agenda. Soon, the agenda shifted from "alliances are
important" to "alliance management is a profession."
You don't just do alliances on a Friday afternoon:
There is method in it. It is now well-known in the
business community that alliance management is a

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