The document discusses an alliance between the American Anthropological Association, University of California Press, and Atypon Systems to create AnthroSource, an online portal for anthropological research. Each partner brings strengths - AAA provides the scholarly network, UCP provides publishing experience, and Atypon provides technology. Challenges included differing expectations, timelines shifting, and disruptions from unanticipated events. To repair issues, the partners must identify root problems, focus on communication, have frank discussions on roles and performance, and work closely on their shared vision while avoiding assumptions.

1. Alliances:
A Case Study
SSP Panel 4C
June 3, 2005
Audrey D. Melkin
Atypon Systems, Inc.
AnthroSource: the project
The partners –
q American Anthropological Association
§ 11,000 member organization with 36 divisions
§ With initial funding from the Mellon
Foundation
q University of California Press
q Atypon Systems, Inc.
AnthroSource: the Vision
q to become the indispensable research
and educational resource for
anthropologists;
q the primary professional venue for
building global communities based on
anthropological knowledge;
q the authoritative source for a public
understanding of anthropology
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2. Background:
q American Anthropological Association
distributes an RFP to find a university
press to publish its journals and to create
AnthroSource
q University of California Press wins the bid
with Atypon as their technology partner
q AS Steering Committee with librarians,
academics, AAA divisions, members is
formed
Each partner brings needed strengths:
q Atypon: superior technology for building
a portal including PDFplus technology
q University of California Press: top-tier
university press experienced in working
with societies and online journals
q AAA: the society at the center of
anthropology research, education, and
dissemination
Questions for a successful alliance:
q What are the expectations of each
partner?
q What are the timetables & deliverables?
q How do three partners (actually five!)
work together successfully?
q How will problems be resolved?
q How is accountability measured?
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3. Often alliances choose us .…
q Business requirements dictate the choice
of partners before asking :
“Is this a good match”?
q But you need to institute smart alliance
principles after you get going, if not
before
q Fundamental to this task is:
§ Communicate, Communicate, Communicate
An alliance is like a relationship:
q The courtship or idealization phase
Selling each other
q The discovery or marriage phase
Working together
q The reality phase or
“Making it work – warts & all”
Inevitably problems arise…
q Legacy content can’t be destroyed and
new digitization vendors must be found
q GUI and design discussions are complex
over what’s included in the agreement
and what isn’t
q Timetables shift as work becomes more
involved & complexities emerge
q Product launch plans disrupted when the
AAA Annual Conference is derailed by a
strike
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4. How to repair a frayed alliance (1)
Identify the root problems:
q Lack of communication
q Hidden assumptions and agendas
q Technical misunderstandings
q Unanticipated occurrences
How to repair a frayed alliance? – (2)
Focus on communication and:
q Set up a face to face meeting
q Review perceptions as well as reality
q Ask: What went well? What didn’t and
give frank assessments of roles &
performance to date
q Ask: how can the future build on past
successes and avoid past failures?
Moving forward
q Celebrate the successes of the project
q Work together closely on the vision for
the future
q No assumptions!
q Keep communicating!
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