Why do some alliances thrive while others stagnate or fail?
When you strip away the noise, one factor consistently makes or breaks an alliance: governance.
Robust governance provides continuity, clarity and the mechanisms that help partnerships deliver results. Weak or ill-designed governance, on the other hand, can stall progress.
A CEO recently shared his experience of a six-party collaboration where governance became the very reason the alliance stalled. Decisions were made by full consensus, and with each party having equal weight, the board ended up locked in endless deadlock.
Too often, business relationships are assumed to run themselves. But as with any meaningful relationship, alliances require deliberate effort, attention, and constant communication to stay healthy and productive.
A strong governance framework starts with clear roles and responsibilities: who does what, and why it matters. Key roles include the alliance manager, the executive sponsor, and clearly defined working teams.
The alliance manager’s mission is to keep the partnership aligned with its goals, using structured processes, tools, and by nurturing both internal and external relationships.
Executive sponsors, ideally at equivalent seniority in each partner organisation, also play a vital role. They build trust, advocate for the alliance at the highest levels, and help remove organisational roadblocks. Their involvement is often the difference between an alliance surviving or thriving.
What is your experience with governance structures, what works and what does not in your alliances & partnerships?
PS: I have started to write about my adventures on the Camino de Santiago. Will it turn into a book? Who knows, for now I will just share my regular stories. You can follow and subscribe to my stories here.