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project and ensure that it keeps moving forward. Although formation of a team seems to be certain in almost every situation, there are some basic concepts and issues that should not be overlooked. |
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Overall, formation of a team to manage a joint venture/alliance R&D project encompasses its own nuances that may make it different from the teams that either partner normally creates to manage internal projects. Some basic questions to ask are |
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What kind of team will be created to manage the project (i.e., technical specialist team, development team, integrated interdisciplinary team, R&D/marketing team, etc.)? |
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Who will participate in the team (i.e., equal representation from both partners, only one company, overall size of the team, etc.)? |
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Who will lead the team (i.e., Project Manager, Project Leader, or Project Director from which company)? |
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What will be the responsibility and authority of the team and the team leader (i.e., who establishes, enforces, and reinforces)? |
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How will the team operate (i.e., logistics, such as, where, when, frequency, etc.)? |
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Selecting the team leader, with the appropriate hierarchical level, ability, knowledge, and personal interactive skills is a difficult challenge even for internal projects. A joint venture/alliance project is even more difficult. The individual has to be accepted by both organizations and viewed as an individual who can effectively work through and with potentially diverse groups of people with different motivations and agendas. Some factors that can enhance the project leader's effectiveness are |
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the alliance project should be the only responsibility; |
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no affiliation with any local/internal project team associated with the alliance project; |
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a physical and organizational position which is viewed as an objective outsider. |
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Implementing these few factors sends a strong message to both organizations. Overall, it will be perceived that both organizations feel that this project is important enough that these bold steps have been taken, and also it provides an opportunity for the project leader to assume full-time ownership of the alliance project and help assure its success. |
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However, appointing a project leader is only the first step down the road to a successful relationship. The project leader has to take a position of objectivity, but from a different perspective. This individual should |
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