Where should the alliances team sit within the organization? Is it a function of Sales, where the focus is revenue and go-to-market execution? Or should it sit in Product, driving innovation and integration efforts? Perhaps it belongs in Marketing, amplifying the company’s brand through ecosystem partnerships.

As is often the case in business strategy, the answer is nuanced: It depends—and it doesn’t.

It’s not uncommon to hear leaders say, “That alliance failed.” But if there was no Review process in place, the right question to ask is, “How do you know? Did you run the playbook and then review it to programmatically assess success?” If the answer is “No,” then the reality is that the alliance wasn’t given a full chance to succeed in the first place. Without a Review, there’s no clear understanding of what went wrong—or whether the approach simply needed a strategic adjustment. In other words, if you didn’t Review, you didn’t truly try.

If your organization is serious about forming robust technology alliances and delivering a superior customer experience, then TSANet membership is not just an option—it’s a necessity. From accelerating issue resolution and improving operational efficiency to fostering stronger partner relationships and standing out in the market, the benefits of TSANet membership are clear.

One of the best questions we can ask ourselves is, "If not for the fact that this is how we've always done it, knowing what we know now, is this how we'd do it?" This question challenges the status quo and typically leads to change. The answer to such a query is almost always “Well, no, as a matter of fact; if I was starting over, I’d do it differently.”

A “South Star” employee is characterized not by personal ambition or self-promotion but by a deep commitment to mentorship, coaching, and fostering collaboration within the organization. Typically, they’ve already had long and successful careers, which puts them in a position to leverage their years of experience and expertise not for personal gain but to support and empower the next generation of talent. The “South Star” employee, is in fact, driven by this “call to service.”

In the world of technology alliances, success hinges on strategic foresight, meticulous planning, and precise execution. When organizations rush to hire full-time employees (FTEs) before crafting a clear strategy, they raise the likelihood of missteps that can lead to inefficiencies, missed opportunities, and costly mistakes.

We’ve previously outlined the impact of the IPE&R process for Alliance programs and, further, asserted that the R (Review) portion is the most overlooked even though it is, arguably, the most important step. Here’s the thing: You can review progress if you’re not measuring. And, stating the obvious, you can’t measure if you don’t have metrics in place. This is where successful Alliance Professionals differentiate themselves from the pack.

We’ve explored the transformative capabilities of the IPE&R process in driving success in technology alliances. However, not all alliance programs adhere to such structured methodologies. In fact, most don’t and that leads to what can be aptly described as "Barney Alliances."

Let’s delve into the pitfalls of Barney Alliances and why a structured approach like IPE&R is essential for fostering purposeful and impactful partnerships.

Let’s be real: The complex terrain of the tech business world often leads to underperforming Tech Alliances. Why? Well, like anything worthwhile, they require work! And too often orgs simply don’t do the work OR they go about it in a convoluted way. Their development and execution requires a structured approach that drives clarity, commitment, and accountability. Enter the “IPE&R Process.”