Ashford University Wk 5 Key Performance Indicators in Alliances Paper

After an initial agreement has been reached, it is not unusual for partnerships to experience difficulties. Issues that seemed simple going into an alliance often become more complicated at the implementation stage. One partner may have expectations of the other that were not clearly spelled out to the satisfaction of each. Memorandums of Understanding (MOUs) can create initial consensus, but Service Level Agreements (SLAs) in manufacturing and the service industry have set higher expectations and outcomes, and even more specific expectations with Key Performance Indicators (KPIs) used for assessing actual performance. KPIs are an important means of measuring specifically targeted areas of performance that, if achieved, will help ensure that the organization fulfills its operational and strategic goals, thus helping to monitor the success of the agreements between the alliance partners.

Early in the process of negotiating KPIs with vendors, there is often a failure to get key stakeholders, such as HR, legal, internal IT, and the vendor, all together to agree on the KPI content. Using the Laurent (2008) article, “Human Resources and Recruiting Management,” to provide context, specify the causes of such failures and consider what the HR department can do to remedy these situations. Consider recommended practices in developing key performance indicators.

Required Readings

Gibbs, R., & Humphries, A. (2009). Strategic alliances and marketing partnerships: Gaining competitive advantage through collaboration and partnering. London, NI: Kogan Page Limited.

• Chapter 3, “The Obstacles and Drivers of Successful Partnerships”

  Chapter 3 reviews the main factors that affect the performance of inter-organizational relationships. Investments by partners create competitive advantage and build trust, a critical factor in reducing confrontation. Chapter 3 also discusses the importance of effective relationship performance measurement as a key to realizing business partner relationship success.

Required Media

Bari, S. (2006). Formalized partnerships work best [Video file].

Optional Resources

Chae, B. (2009). Developing key performance indicators for supply chain: An industry perspective. Supply Chain Management, 14(6), 422–428.

Retrieved from the Walden Library databases.

McSweeney-Feld, M. H., Discenza, S., & De Feis, G. L. (2010). Strategic alliances & customer impact: A case study of community hospitals. Journal of Business & Economics Research, 8(9), 13–22.

Retrieved from the Walden Library databases.

Sanchez, H., & Robert, B. (2010). Measuring portfolio strategic performance using key performance indicators. Project Management Journal, 41(5), 64–73.

Retrieved from the Walden Library databases.

In the Assignment, you will evaluate the importance of Key Performance Indicators (KPIs) and analyze the importance of foundation accords, governance accords, and change accords to the success of strategic alliances.

To complete this Assignment, respond to ALL the following in a 5- to 7-page paper:

• Evaluate the importance of      negotiating key performance indicators with alliance partners.
• Why are KPIs crucial to the       success of alliance agreements?
• Describe how KPIs alleviate       potential problems with alliance partners.
• From your research on       negotiating KPIs, what types of barriers to agreements often get in the       way?
• How can such barriers be        removed or avoided?
• Analyze the effects of      foundation accords, governance accords, and change accords on the success      of a strategic alliance.
• How should the       organization’s overall strategy drive the accords?
• What are the potential       risks and benefits associated with each type of accord on the success       strategic alliances?
• Which type of accord do you       consider most important for the long-term success of the strategic       alliance? Why?

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Grading of any paper/project/discussion will be done by Professor Seay according to these specific standards as well as the rubric for the course.

As I am sure you are all aware, each professor grades assignments using different criteria. As stated, I will look for the following as a base for evaluations:

1. Creativity and Innovation in problem analysis

2. Critical Thinking in problem analysis

3. Inclusion of course materials in assignments

SEE BELOW NOT FROM PROFESSOR TO HELP WITH REQUIREMENTS:

Class, I have been asked many times in my three decades of teaching what is the best way to make sure all information is included in a paper. My answer requires a brief explanation.

FOR EXAMPLE, let’s say your assignment is highlighted in yellow below:

To complete this Assignment, review the Learning Resources for this week and respond to the following key points in a 3- to 5-page academic paper.

• Analyze why organizational      change meets with resistance.
• Analyze the relevance of      organizational culture to organizational change, and explain its dual role      as both an HRM opportunity and obstacle.
• Analyze the value of strategic      HRM in managing resistance to organizational change.
• Explain 2–3 HRM best practices      to help manage resistance to organizational change.

The rubric for this assignment is as follows:

MANDATORY: The best way to structure your paper would be do FOLLOWING ATTACHED RUBRIC AND DO the following:

Title page

Introduction

First HEADER in paper: Organizational Change Resistance (First area on rubric)

Second HEADER in paper: Relevance of Organizational Culture (Second area on rubric)

Third HEADER in paper: Organizational Change as an Opportunity and Obstacle (Third area on rubric)

Fourth HEADER in paper: Value of Strategic HRM to managing resistance (Fourth area on rubric)

Fifth HEADER in paper: HRM Best Practices to managing resistance (Fifth area on rubric)

Conclusion