Building Alliances Backwards: Why Many Organizations Get It Wrong

Many companies approach technology alliances with the best of intentions—but the wrong order of operations. They form a team, start chasing partnerships, and only later try to align those efforts with corporate objectives. The result? A disjointed, inefficient alliances function that struggles to deliver real impact.

There’s a better way.

Instead of forming a team first and figuring out the strategy later, companies should take a methodical, top-down approach to alliances—one that starts with why alliances matter in the first place. Here’s how it should be done:

1. Start with the Corporate Objective

Every business initiative should serve a larger purpose. Before launching an alliances program (or restructuring an existing one), ask:
➡ What is our company trying to achieve?
➡ Are we expanding into new markets?
➡ Trying to accelerate time to market?
➡ Filling a technology gap? Something else? (You get the picture)

Alliances should never be pursued simply for the sake of having partners OR because most tech companies have an alliances team. They should, instead, be a means to a clearly defined business goal.

2. Define the Role of Alliances in Achieving That Objective

Once the corporate objective is clear, the next step is determining how alliances fit into the bigger picture. This is where many companies go astray—they assume that more alliances automatically mean more success. Not true.

Instead, ask:
➡ How do alliances specifically contribute to our goals?
➡ Do we need technology partnerships, go-to-market partnerships, or both?
➡ What outcomes do we expect from alliances?

This is a fork in the road, by the way. Why do I say that? Because it is possible that, after your reflection, you may determine that alliances are not a vital tool for your broader objective(s). If that’s the case, stop! No need to go on. However, if you determine that Alliances do…or should…contribute to the company’s broader goals, carry on!

3. Develop a Strategy That Supports Those Goals

With a clear understanding of how alliances contribute to corporate objectives, the next step is building a strategy to achieve them. This includes:
✔ Identifying the right partners (not just the biggest names)
✔ Structuring engagements to maximize value
✔ Defining metrics for success
✔ Outlining the operational model for execution

4. Design the Right Alliances Organization

Only after defining the strategy should companies think about organizational structure. Instead of asking, “Who do we have?” and building around existing personnel, the question should be:
➡ What capabilities do we need to execute our alliances strategy effectively?
➡ What structure best supports that execution?
➡ Do we need specialized roles (e.g., technical alliances, go-to-market alliances, ecosystem development)?

This ensures that the team is purpose-built to execute the strategy—not the other way around.

5. Finally—Form the Team

At this stage, companies are ready to build or refine their alliances organization. Now, hiring decisions and role definitions are aligned with strategy, making the team far more effective from day one. Instead of an alliances function that exists in a vacuum, the team operates with clear direction, defined success metrics, and measurable business impact.

The Problem with the Backward Approach

Contrast this with the haphazard approach many companies take:

1️⃣ Assemble a team of alliances professionals
2️⃣ Chase partnerships (perhaps based on industry buzz or personal networks)
3️⃣ Try to fit those partnerships into the business strategy after the fact
4️⃣ Struggle to demonstrate measurable impact

This reactive approach leads to wasted resources, misaligned partnerships, and frustration at the executive level when alliances fail to deliver.

Get It Right from the Start

The best alliances programs don’t happen by accident. They are deliberate, strategic, and aligned with corporate priorities from the start.

By following a logical progression—corporate objective → alliances role → strategy → org design → team formation—companies can build alliances functions that drive real business impact rather than just existing as a collection of loosely connected partnerships.

Want to ensure your alliances strategy is set up for success? Let’s talk.