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Building ‘Leadership Muscle’: Get Your Organization Ready for the ‘Partnering Marathon’

Posted By John M. DeWitt and John W. DeWitt, Thursday, March 7, 2019
Updated: Wednesday, March 6, 2019

Welcome to the new partnering race—where everyone is running as fast as they can, frantically trying to catch up to the customer.

Nina Harding, channel chief at Google Cloud, asked an important question at the October 2018 ASAP Tech Partner Forum in San Jose, California: “So how do you work with your partners when the customers are ahead of the ecosystems?” This is indeed an important question, given that “every single thing we do is new,” according to Pear Therapeutics Founder and CEO Corey McCann. He added, in a keynote at the September 2018 ASAP BioPharma Conference, that risks associated with new ventures “conspire to make partnerships not successful.” Stuart Kliman, CA-AM, partner at Vantage Partners, characterized the current playing field as “one of significant and ongoing change, which is driving new forms of collaboration, new kinds of alliances.”

Being successful on such a competitive playing field requires alliance practitioners to build their “leadership muscle,” the focus of the Q4 2018 Strategic Alliance Quarterly cover story, “Building ‘Leadership Muscle’: Are You and Your Alliance Management Organization Ready to Run the ‘Partnering Marathon’?” Building leadership muscle means giving your leaders the strength, flexibility, and endurance to withstand the breakneck pace of modern collaboration.

Why do you need this muscle? No matter your industry, regardless of the specific drivers, it’s almost certain that:

  1. Your company is “remixing” its build-buy-partner strategies;
  2. Partnering activity, especially nontraditional partnering, is exploding for your company;
  3. Your alliance organization faces an overwhelming workload;
  4. Your partnering strategy and execution require new thinking, skillsets, and tools.

If your company and its partners are evolving to catch the customer, then you should (or already will) be rethinking, reorganizing, and relearning:

  • Rethinking. Alliance leaders must continuously rethink partnering strategy and models in the context of disruption and new competitive threats, which are all-but-continuous now.
  • Reorganizing. If you aren’t thinking proactively about how you are organized and aligned to overall company strategy, you can be sure someone else is—and soon you will be thinking about it too, only reactively.
  • Relearning. Alliance executives require new skills and cross-industry knowledge for the new partners and ecosystems they interact with. Many alliance processes and practices require radical rethinking and streamlining if they are to remain useful for managing at the accelerating pace and exploding scope of partnering activities today.

“When all these things are changing around you, you can’t keep doing business as usual,” said Brandeis professor, consultant, and author Ben Gomes-Casseres, CSAP, PhD. “This means very often a change in company strategy [and] if the organization’s strategy is changing, then the alliance organization should change with that. That is fundamental.”

See the Q4 2018 issue of Strategic Alliance Quarterly to learn more about how alliance leaders are rethinking, reorganizing, and relearning while they build “leadership muscle.” John M. DeWitt is copy editor and contributing writer and John W. DeWitt is editor and publisher for ASAP Media and Strategic Alliance publications.

Tags:  alliance  Ben Gomes-Casseres  channel  collaborative  Corey McCann  cross-industry  Google Cloud  leadership  Nina Harding  partnerships  Pear Therapeutics  Stuart Kliman  Vantage Partners 

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