Whether engaging in affiliations, alliances, joint ventures, or collaborations with new organizations one is integrating into their system of care, it can be extremely difficult to make partnerships work. In fact, more than half fail to deliver the targeted value and expected benefits. While failure rates are disturbing, the good news is that there are identifiable practices which when adapted by organizations, their success rates goes up dramatically. Based on over 25 years of experience actively helping clients enable, manage, measure, and over time adjust their partnerships, and drawing on his HBR article, “Simple Rules for Making Alliances Work,” Jeff Weiss will share a set of proven practices for:
- Ensuring real alignment about, and collective understanding of, the purpose and goals of the alliance
- Putting into place a set of common methods for joint planning, decision-making, and conflict management
- Developing a joint governance structure that provides leadership, not just oversight
- Defining and making effective use of joint metrics for assessing strategic, financial, operational, and relational performance
- Equipping those involved in managing the alliance with the strategies and skills to have tough conversations, manage and leverage differences, jointly solve problems, and strategically adapt and grow the scope of the relationship
Partner, Leads the Alliance Practice and Healthcare Group
Jeff Weiss is a founding partner and leads the Alliance Practice and Healthcare Group at Vantage Partners. Over the past 25 plus years, Jeff has led projects for leading IT and healthcare companies around the world, and has also run Vantage’s cross-industry Sales Advisory Practice. In recent years, most of Jeff’s work has been and continues to be with healthcare providers, payers, and medical technology companies and is focused on helping them improve how they select, structure, and manage key external partnerships and how they drive alignment, change, and innovation across clinical departments, core functions, and affiliated organizations. In addition, many of Jeff’s projects involve working with clients on effecting substantial change to their governance structure.
Prior to Vantage, Jeff was a partner at Conflict Management, Inc., helped to found Conflict Management Group (a non-profit, which is now part of Mercy Corps, that works with governments and governmental leaders around the world on issues of public concern), and worked as a member of the Harvard Negotiation Project.
Jeff has written extensively on enabling effective internal collaboration, external partnering, multi-party alignment to drive change, and negotiation; is a frequent contributor to the Harvard Business Review; and most recently is the author of the HBR Guide to Negotiating.
In addition to his work at Vantage, Jeff is a long-time faculty member at the Tuck School of Business at Dartmouth College and the United States Military Academy at West Point, where he also serves as a co-founder and co-director of the West Point Negotiation Project. Jeff was awarded West Point's 2010 Apgar Award for Excellence in Teaching. He is also a recipient of the Department of the Army's Commander's Award for Civilian Service.
Jeff is a graduate of Dartmouth College and Harvard Law School.
Suzanna Hoppszallern; Senior Editor, Data and Research
Hospitals & Health Networks Magazine
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