This research presentation was produced from 93 separate alliance manager inputs from organisations such as: PPD, Quintiles, Cognizant, Covance, ICON, and RPS.
The research shows a very high correlation between Cultural Success Factors in alliances and overall success.
A presentation for subject MGMT90148 (Consulting Fundamentals) at Melbourne Business School.
Designed as an engaging look at strategic alliances as a tool in business. Highlights its application, effectiveness and a guide for what successful strategic alliances entail in the corporate world.
Strategic international alliance Commitment and TrustAdam Buji
This article argues that the success of international strategic alliances requires attention not only to the hard
side of alliance management but, also, to the soft side.
This study shows how the dynamics of trust and commitment – major components of social capital- affect the performance of international strategic alliances.
This presentation answers :
What does trust mean in international strategic alliance?
What does commitment mean in international strategic alliance ?
Why are trust and commitment important for international strategic alliance ?
How do alliances build trust and commitment?
How do trust and commitment affect alliance’s performance according to this study?
How can we apply this study on the business future ?
Una explicación breve y sencilla acerca de la alianza estratégica en ingles, con ejemplos, tipo-logias, ventajas y desventajas y con su Web-Grafía para investigar mas a fondo.
A brief, simple explanation about the strategic alliance in English, with examples, type-lodges, advantages and disadvantages and its Web-graphy to investigate more thoroughly.
A presentation for subject MGMT90148 (Consulting Fundamentals) at Melbourne Business School.
Designed as an engaging look at strategic alliances as a tool in business. Highlights its application, effectiveness and a guide for what successful strategic alliances entail in the corporate world.
Strategic international alliance Commitment and TrustAdam Buji
This article argues that the success of international strategic alliances requires attention not only to the hard
side of alliance management but, also, to the soft side.
This study shows how the dynamics of trust and commitment – major components of social capital- affect the performance of international strategic alliances.
This presentation answers :
What does trust mean in international strategic alliance?
What does commitment mean in international strategic alliance ?
Why are trust and commitment important for international strategic alliance ?
How do alliances build trust and commitment?
How do trust and commitment affect alliance’s performance according to this study?
How can we apply this study on the business future ?
Una explicación breve y sencilla acerca de la alianza estratégica en ingles, con ejemplos, tipo-logias, ventajas y desventajas y con su Web-Grafía para investigar mas a fondo.
A brief, simple explanation about the strategic alliance in English, with examples, type-lodges, advantages and disadvantages and its Web-graphy to investigate more thoroughly.
The First Ever Handbook for Strategic Alliance Managers (Strategic Alliance H...Mike Nevin
The Strategic Alliance Handbook (SAH) gives practicing alliance executives all the tools they need to do their job, all in one place.
A sales manager has a sales manual and an accountant has an accounting manual, even a car mechanic has a car manual.
So why shouldn't an alliance manager have an alliance manual?
Why are alliance sales so misunderstood? After all they represent a dramatically lower cost of sale than other alternatives? Is it because they involve joint value creation? make up your own mind by reading this simple presentation.
Shared Value in the Pharmaceutical IndustryRobert Au
Final assessment for MGMT90148 (Consulting Fundamentals). Designed as an application of a key tool used in management consulting applied to a practical industry context. The brief is as follows:
Your Consulting Engagement
In recent years there has been a global trend of big pharmaceutical companies expanding their presence and operations into emerging markets. One of Australia’s largest pharmaceutical companies, Medstar Ltd, has been lagging in this regard.
As such, Medstar’s board of directors have decided to engage a team of management consultants from your firm to undertake a market intelligence project to present a strategic business case. Specifically, they are seeking guidance on whether the company should revamp their strategic plan to incorporate emerging markets as part of their long term growth strategy.
The Board Chairman, Patrick Wynnan, has indicated that your report will be reviewed at their upcoming strategy planning retreat with the senior executive team. Patrick explained that emerging markets presents numerous opportunities for Medstar Ltd. on various fronts and would like your team to focus on building a business case on the concept of ‘shared value’. He wants your team to focus on emerging market opportunities in the Asia region.
Patrick was particularly interested in understanding how Glaxo Smith Kline (GSK) – one of their global competitors – have been doing with regard to their strategy and operations in emerging markets. GSK was one of the first
multinational pharmaceutical companies to execute an aggressive growth strategy in emerging markets and would serve as a good point of reference in the project.
Although your report will be a critically important input in their strategic planning process, Patrick reminded you that the executives do not have time to be reading through endless pages of over-intellectualised rhetoric. The final report has to be something that the executives will want to read otherwise the entire engagement is a waste of time and effort for everyone involved. The executives are seeking succinct and practical insights.
This alliance lifecycle framework presentation was created as a tool to foster conversation and provide context on some of the questions to consider as you assess the importance and structure of a formal alliance lifecycle framework. I created this for a friend working with one of the leading Canadian consulting firms without a current formal strategy, framework or program in place for the development and management of IT channel business partner programs and relationships.
Top security leaders from the Global 1000 have come together to donate time each week to help our peers in any area of security as non=profit. Driving 3 major missions on Help Community, Grow the next generation, and influence the industry
The First Ever Handbook for Strategic Alliance Managers (Strategic Alliance H...Mike Nevin
The Strategic Alliance Handbook (SAH) gives practicing alliance executives all the tools they need to do their job, all in one place.
A sales manager has a sales manual and an accountant has an accounting manual, even a car mechanic has a car manual.
So why shouldn't an alliance manager have an alliance manual?
Why are alliance sales so misunderstood? After all they represent a dramatically lower cost of sale than other alternatives? Is it because they involve joint value creation? make up your own mind by reading this simple presentation.
Shared Value in the Pharmaceutical IndustryRobert Au
Final assessment for MGMT90148 (Consulting Fundamentals). Designed as an application of a key tool used in management consulting applied to a practical industry context. The brief is as follows:
Your Consulting Engagement
In recent years there has been a global trend of big pharmaceutical companies expanding their presence and operations into emerging markets. One of Australia’s largest pharmaceutical companies, Medstar Ltd, has been lagging in this regard.
As such, Medstar’s board of directors have decided to engage a team of management consultants from your firm to undertake a market intelligence project to present a strategic business case. Specifically, they are seeking guidance on whether the company should revamp their strategic plan to incorporate emerging markets as part of their long term growth strategy.
The Board Chairman, Patrick Wynnan, has indicated that your report will be reviewed at their upcoming strategy planning retreat with the senior executive team. Patrick explained that emerging markets presents numerous opportunities for Medstar Ltd. on various fronts and would like your team to focus on building a business case on the concept of ‘shared value’. He wants your team to focus on emerging market opportunities in the Asia region.
Patrick was particularly interested in understanding how Glaxo Smith Kline (GSK) – one of their global competitors – have been doing with regard to their strategy and operations in emerging markets. GSK was one of the first
multinational pharmaceutical companies to execute an aggressive growth strategy in emerging markets and would serve as a good point of reference in the project.
Although your report will be a critically important input in their strategic planning process, Patrick reminded you that the executives do not have time to be reading through endless pages of over-intellectualised rhetoric. The final report has to be something that the executives will want to read otherwise the entire engagement is a waste of time and effort for everyone involved. The executives are seeking succinct and practical insights.
This alliance lifecycle framework presentation was created as a tool to foster conversation and provide context on some of the questions to consider as you assess the importance and structure of a formal alliance lifecycle framework. I created this for a friend working with one of the leading Canadian consulting firms without a current formal strategy, framework or program in place for the development and management of IT channel business partner programs and relationships.
Top security leaders from the Global 1000 have come together to donate time each week to help our peers in any area of security as non=profit. Driving 3 major missions on Help Community, Grow the next generation, and influence the industry
Alliance governance: Balancing Trust and Control in Dealing with RiskAlex Todd
Every alliance requires that at the outset there are ways and means to establish sufficient trust for the parties to share information fully and to make timely decisions regarding joint investments and activities. Additionally, there are always times during the life cycle of an alliance when trust is challenged (key people change, surprises happen, partners become complacent and let communications lapse, etc.). So how do alliance managers develop and preserve a sufficient level of trust and deal with situations where trust erodes and needs to be shored up again?
When designing an alliance governance structure, managers have to choose between approaches based on control or on trust. This presentations proposes a framework to help managers decide which of the two is appropriate in a particular situation. Are control and trust substitutes or complements? What is the link between control, trust and risk? Our approach proposes that whether control and trust are substitutes or complements depends on the level and type of risk an alliance faces. In high risk situations companies use complex combinations of control and trust in a complementary way.
Working in partnership with businesses is an increasingly central strategic priority for many NGOs. Yet for every successful high profile partnership, there are many others that do not even get off the ground, or fail to deliver real value despite plenty of work on both sides. In this short Insights report, CoCreate Senior Consultant Andy Caldwell explores some of the emerging trends in NGO-Business Partnerships, specifically providing five key insights for NGOs and other organisations looking to partner with businesses.
To learn more about our work in the area of Corporate-NGO partnerships, check out our Corporate Partnership Essentials Webinar Training Course: http://www.cocreateconsultancy.com/events/webinar-training-course-corporate-partnership-essentials
Most of the efforts aimed at improving corporate reputation today are focused on the impact that reputation has on business, gauging this impact and obtaining the information necessary for defining reputational strategy and placing intangibles in the centre of the overall business strategy, overcoming divisional barriers.
Currently, brand experiences are related to different stakeholders: customers, employees, investors, shareholders, etc. Thus, it is useful to develop a detailed segmentation of these groups to be able to capture the demands of each one and effectively answer their needs.
Another important aspect of reputation management in companies that are developing reputational strategies and corporate intangibles management is the need to develop an internal culture based on reputation, considering the directions and the obstacles for building reputation.
Iberdrola, for example, defines five axes of its process: product, culture, segmentation, experience and feedback. It also takes into account non-financial indicators, which place highlight those aspects that have to do with the company’s behaviour towards its stakeholders and how they response to it.
Vestas, a company who works in the power generating sector, organized its business strategy around a clear goal: becoming the world’s most recognized company by contribution to the positive environmental change achieved though intelligent use of the wind energy.
Vestas defines four key stakeholders, whose cooperation is fundamental for creation of shared value, strengthening the company’s competitive position and achieving better business results.
.
After passing the initial stages of its journey (preliminary analysis aiming to define the strategy), reputation arrived to the next stage, characterized by measurement and showing its true impact on the business.
Kasper Nielsen from Reputation Institute believes that there are several features that characterize best companies in the area of reputation management and that determine the key challenges that companies will face in the near future. Those are classified in four groups: business logic, intelligence and analysis, management and control and implementation.
Companies willing to make progress in the reputation journey need to relate to their stakeholders and be aware of their reputation at every point of their strategic decision-making process.
This document was prepared by Corporate Excellence – Centre for Reputation Leadership and among other sources contains references to the statements made by Carlos Martínez Lozoya, Iberdrola’s Director for Corporate Reputation, Morten Albaek, Vestas Global Vice President for Marketing, Communication and Corporate Relations and Kasper Nielsen, Partner and Director of Reputation Institute Denmark, made during the 17th International Conference on Corporate Reputation, Identity and Brand Competitiveness: The Reputation Journey, organized by Reputation Institute in
Strategies in Corporate Communications: Fostering a Collaborative Culture in ...Greenfield/Belser Ltd.
Strategies in Corporate Communications: Fostering a Collaborative Culture in the Partnership Ranks
No question about it: culture is defined by the leadership of the firm. But if collaboration is a hallmark of the firm's culture, communications can play a large role in energizing collaboration. This session offers three valuable strategies to help facilitate clear, effective communication and foster creativity between law firm partners. Our presenters will address:
• The Vampire Syndrome: Killing Off Deadly Communications Permanently
A step-by-step program to remove impediments to collaboration that include dreadful practice descriptions, chilly biographies, pale internal updates and bloodless newsletters
• Beyond the Drum Circle
Creative ideas that foster and sustain collaboration.
• What's Your Partner's Elevator Pitch?
How to enable lawyers to "sell" one another through collaborative learning.
Facilitators:
Burkey Belser, President, Greenfield/Belser Ltd.
Joe Walsh, Principal, Greenfield/Belser Ltd.
How To MakeStrategic Alliances WorkDeveloping a dedicate.docxpooleavelina
How To Make
Strategic Alliances Work
Developing a dedicated
alliance function is key to
building the expertise needed
for competitive advantage.
Jeffrey H. Dyer,
Prashant Kale and
Harbir Singh
Strategic alliances — a fast and flexible
way to access complementary resources
and skills that reside in other companies
— have become an important tool for
achieving sustainable competitive advan-
tage. Indeed, the past decade has witnessed
an extraordinary increase in alliances.'
Currently, the top 500 global businesses have an average of 60
major strategic alliances each.
Yet alliances are fraught with risks, and almost half fail.
Hence the ability to form and manage them more effectively
than competitors can become an important source of compet-
Jeffrey H. Dyer is a professor of international strategy at Brigham
Young University's Marriott School in Provo. Utah. Prashant Kale is
an assistant professor at University of Michigan Business School.
Harbir Singh is a professor of management at the Wharton School
of the University of Pennsylvania. Contact the authors at
[email protected][email protected] and [email protected]
itivc advantage. We conducted an in-depth study of 200 cor-
porations and their 1,572 alliances. We found that a company's
stock price jumped roughly 1% with each announcement ofa
new alliance, which translated into an increase in market value
of $54 million per alliance.^ And although all companies
seemed to create some value through alliances, certain compa-
nies — for example, Hewlett-Packard, Oracle, Eli Lilly & Co.
and Parke-Davis (a division of Pfizer Inc.) — showed them-
selves capable of systematically generating more alliance value
than others. (See "A Dedicated Function Improves the Success
of Strategic AUiances, 1993-1997.")
How do they do it? By building a dedicated strategic-
: CTeaWo OMerfSIS SUMMER 2001 MIT SLOAN MANAGEMENT REVIEW 37
alliance function. The companies and others like them appoint
a vice president or director of strategic alliances with his or her
own statf and resources. The dedicated function coordinates all
alliance-related activity within the organization and is charged
with institutionalizing processes and systems to teach, share and
leverage prior alliance-management experience and know-how
throughout the company. And it is effective. Enterprises with a
dedicated function achieved a 25% higher long-term success
rate with their alliances than those without such a function —
and generated almost four times the market wealth whenever
they announced the formation of a new alliance. (See "Research
Design and Methodology.")
How a Dedicated Alliance Functian Creates Value
An eftcctivc dedicated strategic-ii Ilia nee function performs four
key roles: U improves knowledge-management efforts, increases
external visibility, provides internal coordination, and eliminates
both accountability problems and intervention problems. {See
"The Role of the Alliance Function and How It Creates Value.")
...
Number of Pages 5 (Double Spaced)Number of sources 4Writin.docxhopeaustin33688
Number of Pages: 5 (Double Spaced)
Number of sources: 4
Writing Style: APA
Assignment 4: HR Training Class
Due Week 8 and worth 200 points
Imagine that you are a member of the HR department of a small retail company and upper management has asked you to create a new employee customer service training class for all new employees.
Write a six to seven (6-7) pages paper in which you:
1. Justify the use of a needs assessment of your company’s proposed employee customer service training, stressing five (5) ways in which such an assessment would expose any existing performance deficiencies.
2. Develop a customer service training implementation plan and determine the method of training (i.e., presentation, discussion, case study, discovery, role play, simulation, modeling, or on-the-job training).
3. Justify why you selected the training method that you did.
4. Propose two (2) ways to motivate an employee who has no interest in attending a training class.
5. Develop a survey to collect feedback from the employees who attend the training.
6. Use at least three (3) quality academic resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources.
Your assignment must follow these formatting requirements:
· Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.
· Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.
Assignment Component
Proficiency
Maximum Points
Mission, Vision, and Values:
Assess the organization’s understanding of the mission, vision, and values, and how they relate the business strategy. Is there consensus on the mission and vision of the organization? What are the shared values of the organization? What are the behaviors espoused by these values?
Assessment of the organization’s understanding of mission, vision, and values is clear and complete. It includes direct examples of relationship to the business strategy.
6/12 points
Strategy Clarification:
Assess the organization’s understanding of the business strategy through interviews with mid-level and senior managers. Assess their understanding and agreement of the business unit’s value proposition, market position, and competitive advantage (these are inputs from M5: Assignment 1).
Assessment of the organization’s understanding of business strategy is clear, complete, and grounded in reason. Examples from the interviews with mid-level and senior managers are used to illustrate or expand ideas.
Assessment of the understanding and agreement of the business unit is clear, complete, and grounded in reason.
9/12 points
Cultural Assessment:
Explain the unwritten rules and shared values.
how to develop business skills with other firm or company or say alliances and what should be our strategies for increasing profit by developing their interpersonal relations and what should be the idea for making a good partnership.
VST briefing pack for senior executives version 3 0Mike Nevin
A simple briefing pack to explain to Alliance executives why the VST Alliance sales System is a valuable approach. Includes case studies to show value achieved by using the system
Identifying the degree of alignment or misalignment of thinking in a strategic alliance relationship using the Alliance Best Practice 52 Common Success Factors.
The prostate is an exocrine gland of the male mammalian reproductive system
It is a walnut-sized gland that forms part of the male reproductive system and is located in front of the rectum and just below the urinary bladder
Function is to store and secrete a clear, slightly alkaline fluid that constitutes 10-30% of the volume of the seminal fluid that along with the spermatozoa, constitutes semen
A healthy human prostate measures (4cm-vertical, by 3cm-horizontal, 2cm ant-post ).
It surrounds the urethra just below the urinary bladder. It has anterior, median, posterior and two lateral lobes
It’s work is regulated by androgens which are responsible for male sex characteristics
Generalised disease of the prostate due to hormonal derangement which leads to non malignant enlargement of the gland (increase in the number of epithelial cells and stromal tissue)to cause compression of the urethra leading to symptoms (LUTS
Couples presenting to the infertility clinic- Do they really have infertility...Sujoy Dasgupta
Dr Sujoy Dasgupta presented the study on "Couples presenting to the infertility clinic- Do they really have infertility? – The unexplored stories of non-consummation" in the 13th Congress of the Asia Pacific Initiative on Reproduction (ASPIRE 2024) at Manila on 24 May, 2024.
NVBDCP.pptx Nation vector borne disease control programSapna Thakur
NVBDCP was launched in 2003-2004 . Vector-Borne Disease: Disease that results from an infection transmitted to humans and other animals by blood-feeding arthropods, such as mosquitoes, ticks, and fleas. Examples of vector-borne diseases include Dengue fever, West Nile Virus, Lyme disease, and malaria.
Acute scrotum is a general term referring to an emergency condition affecting the contents or the wall of the scrotum.
There are a number of conditions that present acutely, predominantly with pain and/or swelling
A careful and detailed history and examination, and in some cases, investigations allow differentiation between these diagnoses. A prompt diagnosis is essential as the patient may require urgent surgical intervention
Testicular torsion refers to twisting of the spermatic cord, causing ischaemia of the testicle.
Testicular torsion results from inadequate fixation of the testis to the tunica vaginalis producing ischemia from reduced arterial inflow and venous outflow obstruction.
The prevalence of testicular torsion in adult patients hospitalized with acute scrotal pain is approximately 25 to 50 percent
Pulmonary Thromboembolism - etilogy, types, medical- Surgical and nursing man...VarunMahajani
Disruption of blood supply to lung alveoli due to blockage of one or more pulmonary blood vessels is called as Pulmonary thromboembolism. In this presentation we will discuss its causes, types and its management in depth.
New Drug Discovery and Development .....NEHA GUPTA
The "New Drug Discovery and Development" process involves the identification, design, testing, and manufacturing of novel pharmaceutical compounds with the aim of introducing new and improved treatments for various medical conditions. This comprehensive endeavor encompasses various stages, including target identification, preclinical studies, clinical trials, regulatory approval, and post-market surveillance. It involves multidisciplinary collaboration among scientists, researchers, clinicians, regulatory experts, and pharmaceutical companies to bring innovative therapies to market and address unmet medical needs.
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We specializes in exporting high quality Research chemical, medical intermediate, Pharmaceutical chemicals and so on. Products are exported to USA, Canada, France, Korea, Japan,Russia, Southeast Asia and other countries.
Title: Sense of Smell
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
Report Back from SGO 2024: What’s the Latest in Cervical Cancer?bkling
Are you curious about what’s new in cervical cancer research or unsure what the findings mean? Join Dr. Emily Ko, a gynecologic oncologist at Penn Medicine, to learn about the latest updates from the Society of Gynecologic Oncology (SGO) 2024 Annual Meeting on Women’s Cancer. Dr. Ko will discuss what the research presented at the conference means for you and answer your questions about the new developments.
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
Prof. Marcus Renato de Carvalho
www.agostodourado.com
Explore natural remedies for syphilis treatment in Singapore. Discover alternative therapies, herbal remedies, and lifestyle changes that may complement conventional treatments. Learn about holistic approaches to managing syphilis symptoms and supporting overall health.
Ocular injury ppt Upendra pal optometrist upums saifai etawah
Alliance Best Practice Research into Cultural Factors in Strategic Alliance Relationships
1. The Impact of Cultural
Factors in Strategic
Alliance Success
Research conducted by Alliance Best
Practice Q4 2012 – Q1 2013 for a
global Pharmaceutical Company
2. What is Alliance Best Practice (ABP)?
ABP is a research consultancy specialising in business to business alliances
Alliance Best Practice
Alliance best practices are the
identified practices that research has
shown lead to optimal alliance results
ABP is a group of over 20
international alliance experts able to
cover the world and work in multiple
languages
ABP is dedicated to: discovering,
developing and disseminating best
practices for its clients
It does this through the ABP
Database (ABPDBTM)
Page 2
3. Purpose and Conduct of Benchmark
83.50% correlation between Cultural CSFs and alliance performance
ABC Ltd wished to understand the impact that cultural factors (both
personal and organisational) have on strategic alliance
relationships.
Specifically it (ABC) was looking to discover whether there was any
correlation between high Cultural Critical Success Factors (CSFs)
and overall alliance performance.
Alliance Best Practice Ltd (ABP) captured data from 93 alliance
related executives; 41 people in ABC and 52 from partners.
The benchmark shows a significant correlation between high
cultural scores and alliance performance.
Partners benchmarked were: PPD, Quintiles, Cognizant, Covance,
ICON, and RPS.
Page 3
4. Cultural Scores v Alliance Performance
Cultural CSF scores are an accurate predictor of alliance success
100
90
80
70
60
ABC
50
Partner
40
Performance
30
20
10
0
Partner A
Page 4
Partner B
Partner C
Partner D
Partner E
Partner F
5. Common Success Factors : Best Practices
There are currently 52 CSFs in 5 categories
Commercial
Co1 Business Value
Proposition (BVP)
Technical
Strategic
T11 Valuation of assets
S20 Shared objectives
Co2 Due Diligence
T12 Partner company
market position
S21 Relationship
Scope
Co3 Optimum Legal /
Business Structure
T13 Host company
market position
S22 Tactical and
strategic risk
Co4 Alliance Audit
T14 Market fit of
proposed solution
S23 Risk sharing
Co5 Key metrics
Co6 Alliance reward
system
Co7 Commercial cost
Co8 Commercial
benefit
Co9 Process for
negotiation
Co10 Expected Cost
value ratio
T15 Product fit with
partners offerings
T16 Identified mutual
needs in the
relationship
T17 Process for team
problem solving
T18 Shared Control
T19 Partner
accountability
S24 Exit strategies
S25 Senior executive
support
S26 B2B Strategic
alignment
S27 Fit with strategic
business path
S28 Other relationships
with same partner
Cultural
Operational
Cu31 Business to
business trust
O39 Alliance process
Cu32 Collaborative
corporate mindset
Cu33 Collaboration
skills
O40 Speed of progress
O41 Revenue flow
O42 Business plan
O43 Communication
Cu34 Dedicated
alliance manager
O44 Health check
Cu35 Alliance centre of
excellence
O46 Change mgt.
Cu36 Decision making
process
Cu37 Other cultural
issues
Cu38 B2B Cultural
Alignment
O45 Alliance charter
O47 Operational
metrics
O48 Operational
alignment
O49 Exponential
breakthroughs
O50 Internal alignment
S30 Common vision
Page 5
S29 Common strategic
ground rules
O52 Issue escalation
O51 Project plan
6. Background
Critical Success Factors fall into 5 separate categories or dimensions.
- Commercial – Co1 – Co10,
- Technical T11 –T19,
- Strategic S20 – S30
- Cultural Cu 31 – Cu 39
- Operational O40 – O52
This summary report focuses on one of the five dimensions – the Cultural
Dimension.
Normally scores would be captured from both / all parties to the relationship to be
able to compare results and identify areas of misalignment.
White space on a graph shows opportunity for development.
Understanding of misalignment of scores is a good starting point for relationship
development.
Page 6
7. The Questions asked
Responses were received from; 41 people in ABC and 52 from partners
CSF
Question
Cu31
What is the degree of trust in the relationship and how is this evidenced? (Please place
score in Score Box and Evidence in Comments box.
Cu32
What is the level of maturity of alliance thinking in your organisation?
Cu33
Cu34
Cu35
Cu36
What degree of collaboration skills exist in this relationship on both sides and how have
these skills been applied in your organisation? (Please place score in Score box and
Evidence in Comments box).
Is there a dedicated relationship manager role identified to work on this alliance from both
sides?
Is there a dedicated alliance department in your organisation to whom you can turn for help
in this and other alliances?
How long is the decision making process in your partner‟s organisation and how does this
compare with decision making in your organisation? (Please place score in Score box and
comparison comments in the Comments box).
Cu37
Are there any other cultural issues which „get in the way‟ of business as usual?
Cu38
What degree of Business to Business cultural alignment exists and what measures were
used to ascertain this? (Please score in Score box and evidence in the Comments box).
Page 7
8. ABC and Partner Cultural Alignment
Overall
ABC
Page 8
BIC = A leading Pharma + CRO alliance
9. Alignment / Misalignment Areas
Factor
ABC
Partners
Dif
Dedicated Resource
51
77
-26
Cultural Alignment
47
59
-11
Decision Making
48
55
-7
Alliance Maturity
60
66
-6
B2B Trust
58
62
-4
Partnering Skills
60
60
0
Centre of Excellence
68
66
2
Cultural Issues
63
57
7
Totals
57
63
-6
Page 9
10. Strengths / Weaknesses Areas
Type
ABC
Partners
Comb
Centre of Excellence
68
66
67
Dedicated Resource
51
77
64
Alliance Maturity
60
66
63
B2B Trust
58
62
60
Cultural Issues
63
57
60
Partnering Skills
60
60
60
Cultural Alignment
47
59
53
Decision Making
48
55
52
Totals
57
63
60
Page 10
11. Partner Scores (Range)Relative Scores
100
BIC
90
80
Ptrs
70
ABC
60
50
40
30
20
10
0
A
Page 11
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
12. Cu31 Business to business trust
The degree to which each organisation trust each other to deliver on its
commitments.
One of the most hotly debated aspects of strategic alliances. Needs to be business to business to be
replicable rather than personally based (although often grows out of personal chemistry between
partners).
Trust is a high impacter but is the result of a number of low impacters like; communication, information
sharing, quality delivery, etc.
The incidence of business to business trust is far from common and no organisations identified in the
database have a formal or credible business to business trust building model. This is due in no small part
to the fact that the essence of organisational trust is misunderstood. See Trust / Competency Model
Paradoxically the impact that trust can have on relationships was almost universally identified as a critical
success factor (94%) with many individuals able to cite quite clearly the commercial value of developing
trust.
There has been an increasing degree of attention paid to this important area in the recent literature on
alliance management (see particularly - Getting the measure of culture: from values to business
performance by Prof Fons Trompenaars, PhD and Prof. Peter Williams, PhD and also Strategic Alliances
between American and German companies : A cultural perspective by Khaled Abdou and finally
„Managing Cultural Differences in Alliances‟ by Pablo C. Biggs ).
13. Cu32 Collaborative corporate mindset
The degree to which both organisations understand and practice partnering as an
organisational competence.
Many individual alliance managers cited this aspect as being the most difficult to deal with. Quotations
such as the one below from a senior executive at Atos Origin were typical;
“We don‟t do alliances very well, this is due in no small part to our historical growth, if we see an
organisation that we would like to work with we don‟t ally with them we buy them!”
Organisations that exhibited an immature or nascent organisational collaborative mindset tended to fall
into the Stage I – Opportunistic category.
This means that they would pursue collaborations only in so far as they helped them to secure particular
opportunities which were too large or too complex for them to win alone.
When that particular opportunity was secured they would then pursue another one, but there was no coordination of alliance activities other than those necessary to „win deals‟.
In comparison those organisations that had reached Stage III – Endemic saw partnering not as a separate
function but rather as „the way we do things around here‟.
Such organisations regarded partnering as the core of their business and took great pains to ensure that
partnering ethics and behaviours were practised throughout their organisations (e.g. Starbucks, Eli
Lilly, Dow Corning, Siebel, etc).
14. Cu33 Collaboration skills
The degree to which the individuals in both / all parties to the alliance have been
trained to use a set of defined collaboration skills.
Very few organisations in the database had a coherent and integrated structure for collaboration skills
development although many had individual training courses for aspects of the collaboration skill set (e.g.
negotiation, inter personal skills, 360O review, project management, influencing skills, mediation, Etc.).
This is in many respects surprising given that there is a clear and strong causal link between the
collaboration skills of key stakeholders and the success of collaborative relationships.
It appears that the reason might be that no association or trade body has sufficiently articulated a
comprehensive framework of skills to describe the competencies of professional collaboration.
However, evidence suggests that such initiatives are now gaining ground. E.g. the ASAP Certification
programme and the underpinning competencies framework. See Alliance Competency Framework.
15. Cu34 Dedicated alliance manager
The existence of an individual dedicated to the day to day management of a
strategic alliance.
This factor is very often a defining one in the understanding of a strategic alliance. If the role exists then it
is a strategic relationship if it does not then it is not.
The actual title can be many and varied; relationship manager, account manager, sales manager, key
account manager, etc.
In many respects this is the simplest and easiest best practice factor to track.
There is empirical evidence that when dedicated resource is allocated to a strategic relationship that
relationship improves by between 50% and 80% defined in the success terms of the individual relationship
(e.g. more products sold, greater influence with introducers, quicker time to market, better profit
margin, greater gross sales, higher revenue, etc.).
Given this fact it is surprising that so many organisations continue to expect individual managers to run
multiple alliances.
The reason appears to be a damaging catch 22 situation. When a manager asks to be allocated full time
to a relationship the common answer from executive management appears to be „When you can generate
x amount of increased revenue I will allow you to go full time on the relationship‟.
However, the problem is that without being full time the individual manager will never have the time
available to produce x revenue, let alone develop a coherent long term growth plan for the relationship.
“I spend all my time running from one of my three so called strategic alliances to the next desperately fire
fighting operational issues which arise and then I get criticised by my manager because I haven‟t
developed a coherent strategy for each!”
16. Cu35 Alliance centre of excellence
The existence of an actual or virtual group of people tasked with developing,
coaching, and implementing alliance and partnering standards.
Best practice examples include both back office and front office functions.
There was overwhelming evidence from the database that when organisations start to share alliance
knowledge amongst practitioners performance goes up (Incidence 46% Performance improvement 87%
increase on average).
These centres were by no means all physical entities, some were „virtual‟ groups of multiple disciplines.
Yet further not all were formally established some were clearly operationally started as a common
observation of need;
“We started a regular teleconference call once a month to share experiences on our alliances. To be
honest at first it was just a chance to share frustrations but pretty soon people began to share experiences
or tips and tricks that had worked well for them that others could use. We started to share documents and
templates and it really helped with our day to day jobs!”
There was a common misconception in Hi Tech alliances that the technical centres of excellence that
were formed to test technical solutions was the same as alliance centres of excellence this was clearly
erroneous although there were aspects of technical collaboration that shred common best practices with
alliances e.g. communication models, operating protocols, budgetary sign off procedures, etc.].
17. Cu36 Decision making process
The process, speed and quality of decision making in both / all partner organisations
Disparate rates of decision making speed can be the most frustrating incidence of cultural misalignment.
Most commonly shows up where there is a large size disparity in companies.
For example, generally in a large multinational organisation, a significant decision needs to be vetted and
validated by a number of management levels; whereas in a small organisation the same decision can be
made quickly by a handful of senior executives sitting together or communicating remotely via telephone.
The problem is not so much that both organisations take different timeframes to make decisions; it is that
both sides misunderstand the nature of the other organisation.
In the large organisation (not unreasonably) managers have been told to generate a traceable audit trail of
authorisation thoroughly through multiple levels of senior executives; whereas in the smaller, more agile
company, risk-taking and entrepreneurship is generally encouraged.
The manner in which this factor affects relationships is in the misconception of either side to the pace and
depth of consensus needed to affect a successful decision. (e.g. Accenture / BT and Delta / Air France)
18. Cu37 Other cultural issues
The existence of any other cultural aspects of your partner‟s organisation that „gets
in the way of doing business‟
In every strategic alliance relationship examined there exists some specific aspect of both organisation‟s
culture which give problems with the relationship.
Sometimes this can be the nature of communication, in others it can be an organisational reflection of
arrogance or aggression; yet again it can be the attitude of organisations to escalating problems (in some
organisations this seems perfectly reasonable, whilst in others it is seen as a fast track to proving that you
can‟t do your job and leads directly to an early exit from the organisation);
Whatever the particular instance there is a highly repeating occurrence in the database of specific cultural
issues providing specific problems (over 86%).
19. Cu38 Business to business cultural
alignment
The ability of each organisation to an alliance relationship to understand the
business culture of the other and align their own business culture to it for best effect.
In those organisations that recognise organisational culture as an in-house enabler or barrier to progress
with partnership; many of them have developed their own language to describe their own cultural norms.
They use this language as a framework to identify to potential partners the culture to which that partner
will be aligning and they actively encourage the partner to consider their own organisation‟s culture along
similar lines.
There is good evidence that such an active and early cultural alignment helps minimise the
delays, misconceptions, and damaging perceptions commonly found in the cultural dimension.
In those organisations that do not already have a cultural alignment language or framework many are now
actively turning to external advisers to help them with the situation (e.g. SAP and Siemens and Air France
/ Delta).
See Identity Compass
20. Further Details
For further details please contact;
Mike Nevin
Managing Partner
Alliance Best Practice Ltd
Web: www.alliancebestpractice.com
Office: +44 (0)1675 442490
Mobile: +44 (0)7766 752350
E Mail: mike.nevin@alliancebestpractice.com
23. VST Methodology Analysis (Example)
Stage
CSF
Score
Attention
Impact
Long
Formal Business Plan
50
Y
Short
Alliance Process
75
Y
Medium
MOUP
0
Y
Short
Collaboration Skills
50
Y
Medium
Decision Making Process
48
Y
Medium
Communication
23
Y
Long
Collaborative negotiation
23
Y
Medium
Trust
20
Y
Long
Cultural alignment
83
Y
Medium
Operational Metrics
50
Y
Short
Skills
Y
Trust
50
Page 23
Common Vision
Vision
Operational Alignment
50
Y
Short
25. Suggested Next Steps
ABP would suggest the following immediate next steps:
- Ratify the scores with a range of key stakeholders from the partner organisation
(increase the data collection points).
- If the same score patterns persist then take immediate action on the RED areas:
communication, collaborative negotiation and trust
- Keep a watching brief on the AMBER areas: Decision Making Process and track
impact.
- Celebrate the relationship strengths GREEN areas: Cultural alignment.
- Further information: white papers, training courses, templates and research
reports exist in the ABP database to guide members in the best practices in
each of these areas.
Page 25
26. Partner ‘Intimacy’ Spectrum
Both partners need to define the topology of the
progression and the ‘value of the journey’
Low
Intimacy
High
Intimacy
Low
Value
High
Value
0 = None
25 = Low
50 = Median
Commodity Price
Some customization
Interchangeable
Product
Flexibility/levels of
service
Highly specified
deliverables
Special knowledge
Buy from and sell
to
Buy from, sell to and
sell with (GTM
together)
75 = High
100 = Perfection
Customized/
individualized
Shared risks &
investment
Process & data
integration
Deeply integrated
Solutions oriented
Shared rewards
Greater cost value
leverage
Mutually
interdependent
Breakthrough
market value
27. Alliance Best Practice Framework
The ABPDBTM with 180,000+ entries lies at the heart of the Framework
„Tools‟ refer to any
documents that help users
apply the Framework
knowledge.
Bench
Marks
MOUP
There are 52 Critical
Success Factors (CSFs)
identified from
examining over 27,000
international strategic
alliances.
ABPDTM
The Alliance Maturity Model
TM establishes: current
situation, (benchmark)
current and future
challenges, the nature of
the journey‟ and success
strategies for cost effective
progress.
Page 27
Diagnostics
Relationship
Optimisation
By combining the
principles established in
the CSFs a range of
Best Practices (BPs)
have been developed
28. The Alliance Maturity Model AMMTM
Company 2
80
70
60
Company 1
50
40
Stage I
Stage II
Stage III
30
20
• Alliances are opportunistic
• Each alliance is a „stand alone‟
venture
• Alliances are not part of the
company‟s “Standard Operating
Procedure”
• Separate corporate efforts in different areas of business
• Strategic partners developed
• Effort begun to adopt “best practices” in alliance
management
• Planned investment in partnering
capability
• Wide scale use of full range of
alliance capability building
• Close integration of sales,
marketing, innovation etc
10
C
3
C
31
C
11
W
C
C
1
C
30
C
17
C
8
B
IC
C
16
C
18
C
2
C
22
C
4
C
27
C
26
C
12
C
33
C
15
C
13
C
19
C
20
C
25
C
14
C
24
C
23
C
32
C
28
C
9
C
29
C
5
C
34
C
7
C
10
C
6
C
21
0
29. Individual relationship benchmark example
Co1
Generally consistent scoring
O49
O48
O47
O46
Client scored lower (usually)
than the Partner
O50
100
O51 O52
- Co1 Defined business value
proposition
- T2 - Partner company market
position
- T3 - Host company market position
- S7 – B2B Strategic Alignment
- Cu8 – B2b Cultural Alignment
- O2 – Speed of progress so far
- O12 – Internal Alignment
Co4
90
Co5
Co6
Co7
Co8
80
70
60
O45
Differences were perceived in
the following areas;
Co2 Co3
Co9
50
O44
Co10
40
O43
T11
30
O42
T12
20
O41
10
T13
O40
0
T14
O39
T15
Cu38
T16
Cu37
T17
Cu36
T18
Cu35
Cu34
Cu33
Cu32
Cu31
T19
S20
S21
S22
S30
S29 S28
S26 S25
S27
S24
S23
30. Alliance Capability Model (ACMTM)
The goal is to establish partnering as an organisational competence
Alliance Capability
Alliance Performance
People
Governance
Leadership
Commercial
Technical
Resources
Processes
Strategic
Structure
Cultural
Technology
Key Performance
Results
Operational
Internal Benchmarking on an Ongoing Basis : Continuous Improvement Cycle
Alliance Maturity Model (AMMTM)
Alliance Best Practice Index
External Benchmarking Alliance Best Practice Database (ABPDTM)
KEY MESSAGES:
Investment in training alone will not deliver alliance competence (AC)
Alliance managers need ongoing support to produce best results
Building capability is essential to delivering results
AC = Competitive business advantage