As part of a leading high technology company, Strategic Alliances is responsible for identifying, developing, and managing relationships with key technical and systems integrators. Strategic Alliances (SA) consists of 125 plus professionals located worldwide.


As its name implies, SA’s work involves activities which are key to the company’s strategic plans. Good management practice dictates that the senior management team develops a process by which these initiatives, and their attendant programs and projects, receive regular internal reviews. These reviews must, however, avoid burdening those who are working to deliver successful results.

Complicating matters, the workforce must locate near its partners and the work involves heavy meeting and travel schedules. For these reasons, group meetings are rarely in person and almost always have less than 100% attendance.


Strategic Alliances turned to Y-Change, which offered a web-based, real-time application designed to manage and link strategic activities vertically and horizontally within an organization.


Given the nature of the information the application would manage, the company decided it wanted to manage the application within its firewall. Working with IT personnel, Y-Change engineers had the application and database installed on the company’s network and integrated with its authentication procedures within a matter of days.

Y-Change consultants then worked with the SA management team to identify the strategic initiatives, programs, and projects within each functional area and level, and the way these linked up to the seven key initiatives for the overall group. During this process, several gaps and inconsistencies were identified, discussed, and ultimately resolved. In the end, the data was constructed to provide high-level summary and status at the group VP level, with increasing detail as one “drilled down” through the organization.

  • Visibility for initiative, program & project status
  • Improved collaboration across departments and time zones
  • Automated monthly and quarterly reporting
  • Increased efficiency due to the reduced status reporting requirements
  • Improved accountability for quarter-over quarter performance
  • Better understanding of the linkage between various projects and the strategic direction
  • Improved clarity of the initiative planning and deployment process
  • Agreement on terminology
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