Restructuring an Alliance Program?: Proceed with Caution and Purpose

Building an alliance program the right way—starting with corporate objectives, then defining strategy, and only then forming a team—provides the foundation for long-term success. But what if you already have an alliance program and you’d like to make some changes? What if you suspect it’s misaligned with corporate objectives? What if it was built hastily or has simply outlived its original design?

In these cases, restructuring the alliance program is, indeed, the right move. But be warned: this is not a simple re-org or a fresh start. Restructuring an existing alliance program requires a deep understanding of history, context, and relationships—both internal and external. Without that, you risk making changes that may look good on paper but create unintended consequences that undermine your efforts.

Key Considerations for Restructuring an Alliance Program

1. Understand the History
   Before making any changes, take the time to understand why the current structure exists. Take some time to honor the past. What was the original intent? What has worked? What hasn’t? Past decisions—good or bad—were made in a specific context. Understanding that context prevents repeating mistakes and helps retain what does work.

2. Assess Internal and External Relationships
   Alliances are built on relationships—within your company and with partners. A restructuring that ignores the strength of existing relationships is subject to fail. Internal stakeholders, from sales and product teams to executives, may have deep ties to certain partners. Externally, alliance partners have expectations and commitments based on historical engagements. A sudden shift without proper communication and transition planning can lead to distrust, disengagement, or even partner attrition. Ask yourself, “Who needs to know about this?”

3. Clarify the New Purpose and Strategy
   A restructuring effort should not be about moving boxes on an org chart. It should be about realigning the alliance function to support corporate objectives more effectively. Clearly articulate what the new structure is solving for and how it better serves the company’s broader goals.

4. Identify and Address Resistance
   Change—especially structural change—creates uncertainty. Some stakeholders will resist, either because they were invested in the old structure or because they fear the unknown. Identifying these points of resistance early and addressing them proactively (through transparency, data-driven rationale, and inclusion in the process) will ease the transition. And accept that some amount of “Disagree and commit” may need to be tolerated.

5. Consider a Phased Approach
   Wholesale, immediate changes can be disruptive. A phased approach—one that allows for testing, learning, and course correction—can make restructuring smoother. Small wins can build credibility for the new model and create momentum for further adjustments.

Restructuring with Care Leads to Stronger Alliances

Too often, companies try to fix a struggling alliance program by either making superficial changes or starting from scratch without considering what already exists. But alliances are not just contracts or organizational charts—they are ecosystems of relationships, shared objectives, and historical context. They live out in the “real world.”

Restructuring done well can realign an alliance program with corporate goals, enhance internal and external collaboration, and position the company for greater success in the market. Done poorly, it can cause confusion, friction, and long-term damage.

If you’re considering restructuring your alliance program, approach it methodically. Understand the history, engage with stakeholders, and ensure that the new approach solves the right problems. Otherwise, you may be trading one set of challenges for another.

I’ve helped companies realign their alliances programs in ways that drive real impact—without causing unnecessary disruption. If your alliances function needs a reset, let’s talk.