People Make Alliances
In an era dominated by data, algorithms, and digital transformation, it’s tempting to think that success in any domain, including technology alliances, is “just” about strategy, processes, and tools. And while those elements are undeniably critical, there’s an often-overlooked X factor that sets market-making alliances apart from those that only look good on paper: people talent.
Yes, it’s true. Business still happens IRL with humans. And Alliances are inherently about bringing humans to the table to agree on something (and then DO something). So, when you’re crafting a new partnership, your ability to “make friends and influence people” is typically the difference between mediocrity and consequential success.
In the Digital Age, People Still Make the Difference
There’s a classic adage in Sales that applies to this point. It goes like this:
“When all things are equal, people buy from people they like. And when things AREN’T equal, <dramatic pause> people buy from people they like.” The point? Your relationship with your customer is often your biggest differentiator.
But this isn’t just true for sales—it’s the cornerstone of just about any business endeavor. It’s particularly true with alliances.
Technology alliances require alignment across organizations, teams, and individual stakeholders. Achieving that alignment doesn’t happen in a vacuum. It requires trust, mutual respect, and a willingness to collaborate, even when interests diverge. And that starts (and almost always ends) with people.
Why People Talent Matters in Alliances
Alliances Are Built on Relationships, Not Contracts
You can draft the most cogent partnership agreement in the world, but without strong relationships, it’s just words on paper. The real work of alliances happens in the trenches. When deadlines loom, priorities shift, disagreements arise, or customer demands change,. That’s when personal relationships drive alignment and problem-solving.Trust Drives Execution
An alliance’s success often depends on your partner’s willingness to invest resources, share insights, and collaborate effectively. Those actions require trust, and trust isn’t built through emails or presentations. It’s forged through authentic, and consistent human interaction.Influence Powers Internal Alignment
In most alliances, success depends on buy-in from multiple internal teams—Sales, Marketing, Product, and more. A talented alliance leader who can build bridges, navigate internal politics, bring people to the table, foster benefit of the doubt, and rally diverse stakeholders becomes invaluable.People Connect with People, Not Companies
Whether you’re pitching a co-marketing campaign or negotiating a complex integration, remember that your counterpart isn’t a company—they’re a person with goals, pressures, and aspirations. The more you connect on a human level, the more likely you are to achieve shared success. If they feel invested in you as a person, they will work harder for your shared outcomes.
The People Factor in a Digital World
Even in this hyper-digital age, technology is still built and driven by people. Yes, the tools at our disposal have evolved, but the human dynamics that underpin alliances remain timeless. Algorithms can crunch numbers, but they can’t build trust. Automation can streamline processes, but it can’t inspire collaboration.
If you want your alliances to thrive, invest as much in your people skills as you do in your strategy. Work to:
Cultivate empathy and curiosity.
Build genuine relationships based on mutual respect.
Develop the influence needed to align internal and external stakeholders.
The Secret Ingredient of Market-Making Alliances
The best alliances don’t just align organizations—they unite people. They create environments where stakeholders work not because they have to but because they want to. The difference between a “merely on paper” partnership and a market-making one often comes down to this human connection.
So, while strategy, processes, and tools are essential, never underestimate the power of people talent. The ability to make friends and influence people isn’t just a nice-to-have—it’s the secret ingredient that drives extraordinary results.
And in the end, that’s what technology alliances—and business in general—are all about: people doing great things with people they like.
What role do you think people skills play in the success of technology alliances? Share your thoughts below!
