How do both universities and corporates build effective strategic alliance functionality in their organisations so they can lead and execute long-lasting relationships to achieve positive change in society? In this chapter we offer advice on both leadership strategy and execution, as a strategy is only of value when it is implemented effectively. A poor strategy well implemented is better than a good strategy poorly executed.

We can all exercise leadership, in our families, in our work environments and in wider society, through our actions and attitudes. There are several clear differences between leaders and managers, and we explain how good leadership is essential for transformational strategic alliances.

We will explore how 5th generation universities will take an active role in leading alliances. They will develop clearly defined, robust processes for governing their external engagement. They will effectively facilitate a transformational approach to strategic alliances both within global academia as well as outside of higher education, through operationalising effective collaboration mechanisms.

Alliance design and governance

According to Ankrah and Al Tabbaa (2015), there has been little scholarly work on the drivers and mechanisms of alliances. In our experience, university–industry relationships are never fully integrated in a single office as they are multidimensional. Instead of a single office, 5th generation universities have clear governance and alignment of policies concerning the management and leadership of university–industry alliances. Clear communication of these policies will ensure that distributed teams across the layers of universities understand each other’s role. How will you know what success looks like in your university’s alliance design and governance? It is when, as an alliance leader, you can co-create value with agility and efficacy, building critical mass internally while constantly maintaining a high level of energy externally propelling your alliance activity.