My Profile   |   Print Page   |   Contact Us   |   Sign In   |   Register
ASAP Blog
Blog Home All Blogs
Welcome to ASAP Blog, the best place to stay current regarding upcoming events, member companies, the latest trends, and leaders in the industry. Blogs are posted at least once a week; members may subscribe to receive notifications when new blogs are posted by clicking the "Subscribe" link above.

 

Search all posts for:   

 

Top tags: alliance management  collaboration  alliances  partnering  alliance  alliance managers  partner  partners  alliance manager  partnerships  ecosystem  The Rhythm of Business  partnership  governance  Jan Twombly  Strategic Alliance Magazine  Eli Lilly and Company  biopharma  Vantage Partners  IoT  ASAP BioPharma Conference  Healthcare  NetApp  strategy  2015 ASAP Global Alliance Summit  Cisco  communication  IBM  innovation  Christine Carberry 

Setting Up the Alliance Function

Posted By Administration, Friday, June 20, 2014
Originally posted on 3/6/2013

For a century or more, accounting firms like KPMG provided consulting services, according to Gerry Dehkes, director of alliance management at KPMG LLP. This came to be seen as a conflict of interest, so these consulting practices were largely broken up and separated—with the loss of all their associated alliances. Over the last decade or so some of this consulting business has been built back up. Consequently, said Dehkes, KPMG recognized that it needed a formal alliance management function in order to grow its consulting practice. Dehkes was selected to “stand up” the new alliance practice, starting in October 2010.

The story of this “journey,” as Dehkes termed it, from building an alliance management function from scratch up to optimization of alliances within KPMG, was the subject of a presentation by Dehkes and his colleage David Erlenborn, director of strategic alliances at KPMG LLP, entitled “Laying the Foundation: Setting Up an Alliance Management Function in Your Organization,” this morning at the 2013 ASAP Global Alliance Summit.

KPMG’s auditing and tax businesses don’t grow that fast, according to Dehkes; its consulting services do. So how to set up the alliance management function for this business and organize it globally? “We viewed this as a people and change problem,” Dehkes said. People and groups within the company needed to act differently: sponsors, alliance partners, and account teams.

Erlenborn added that it was important to be clear about purpose and objectives. “We’re not there to build successful alliances. We’re there to build successful business through alliances,” he explained. KPMG sought to move from a situation of “alliance push” to “sponsor pull”: from a more opportunistic approach to alliances to a more proactive strategy focused on alliance optimization. “Nirvana is getting up to ‘how do I optimize this?’” he said.

To get there, the company took it on as a step-by-step process, using various strategy tools, “cheat sheets,” and a sales playbook. “It was more important that we were using a consistent set of proven tools rather than inventing something new,” said Dehkes.

The “last mile,” according to Dehkes, was the hiring of alliance enablement directors (AEDs). The AED is the single point of contact for an alliance, to get KPMG’s and the partner’s sales teams working together. And among all the process steps and points, Dehkes stressed that it’s important to communicate wins and other successes. “People need to feel this is working.”

This post has not been tagged.

Share |
PermalinkComments (0)
 

Getting Horizontal in Alliance Ecosystems

Posted By Administration, Friday, June 20, 2014
Originally posted on 3/6/2013

Alliances between two companies are complicated enough—but how do you manage alliances involving multiple partners with sometimes differing objectives? The answer: very carefully.

Christophe Melle, head of strategic alliances and partnerships for Philips Lighting, addressed this subject in “Getting Horizontal: Building Alliance Ecosystems with Partners from Different Industries,” this morning at the 2013 ASAP Global Alliance Summit in Orlando. Philips, which in addition to lighting also has health care and consumer lifestyles businesses, has been involved in multiparty ecosystems for some years but primarily for standardization purposes, as in the Blu-ray alliance. “We see an emerging trend of multipartner alliances, to serve a customer need and bring a complete solution into the market,” said Melle. “It’s not a new subject, but at Philips it’s growing and it has brought us quite some learning.”

Among the multiparty alliances in which Philips has been engaged are a “Smart Society” program in Almere, Netherlands, with Cisco, IBM, and Liander, involving smart lighting (Philips’s role), the smart grid, an urban operating system, and more. Another project has Philips working with Haworth, Ecophon, and Somfy on thought leadership in achieving enhanced well-being in offices in Europe. This project, just starting to be deployed, seeks to provide more comfort and energy efficiency in European offices at lower cost.

As is often the case with alliances, the opportunities are many and great—but so too are the challenges. “Multiparty alliances are generating much more complexity than one-to-one alliances,” Melle acknowledged. In these complex ecosystems, you’re not always cooperating or collaborating with the same partner, there may be areas of coopetition, and you have to manage trust and credibility while not being exclusive. Schneider Electric is just one of Philips’s many partners, said Melle by way of example. “We can cooperate in some areas, and in some we are competing. How do we manage that? We can’t kill each other, we have to work together.”

The success of multiparty alliances depends on trust, as well as processes and competencies, said Melle. “Right at the beginning, we name the elephant in the room. We put it on the table. If you wait too [long], you will not build trust.” Processes that are key include partner selection tools; clarity on choices, goals, concerns, and benefits; frequency and structure of communication; and a simplified governance model to balance more complex networks. The competencies involved include multiparty diplomacy and influencing; trust and credibility; empathy with multiple perspectives; insights into and understanding of different industries and business models (complementary or overlapping); and the legal issues that can arise out of multiparty and bilateral agreements.

In the Q&A session at the end of the presentation, one audience member mentioned the ecosystems in which Apple is involved, in which that company tends to be the controlling force. How can ecosystems be formed with more equal partners—and what would “equal” mean in that context?

“Equal will not work,” Melle answered. “But each party getting the benefit they want—that’s easier. Everything starts from the customer. What is the driver?”

This post has not been tagged.

Share |
PermalinkComments (0)
 

Verizon Execs Steer Customer Executive Engagement on the C-Train

Posted By Administration, Friday, June 20, 2014
Originally posted on 3/5/2013

As part of the 2013 ASAP Global Alliance Summit’s Alliances and the C-Suite track, three Verizon executives outlined their relatively new customer executive engagement initiative in their presentation “Take the C-Train: Adding Strategic Alliances to Customer Executive Engagement Programs.”

Leona Helverson, CSAP, executive engagement program manager at Verizon, began the session describing the genesis of the program that sought to move from an ad hoc method of engaging key executives with counterparts at key customers and suppliers, and generate additional revenues while increasing customer satisfaction. Verizon segmented their key 100 players into three categories: 1) top customers, 2) top suppliers, and 3) top strategic alliances.

Ultimately, 28 Verizon executives vice presidents, direct reports to C-level executives, and C-Suite members themselves were assigned to each of these entities. Each were taken through a formal pre-engagement, executive engagement, and post-engagement process for their meetings with customer and supplier leaders. The former saw the customer engagement team prepare executive briefing forms, strategic account plans, and pre-briefing checklists that provided direction for all stakeholders for partner activities.

Verizon eventually settled on three success metrics for the program after a little reconnaissance revealed very few sample engagement program measures to work with: 1) first-year case studies, 2) revenue, and 3) number of actual in-person engagements between the two executives (two per year).

Bettina Raymond, CA-AM, global alliance executive at Verizon, walked attendees through the executive sponsor selection process. The company made sure the conversation cut across a variety of parts of the organization—alliance management, sales, solutions, and sourcing, among others. The group had to sort out who makes the decision? Does the alliance partner get any say? What if there are multiple partners in an alliance?

Karen Robinson, CA-AM, alliance executive at Verizon, summarized the team’s roles and responsibilities. A major one was to provide the right level of detail for the executives in a scorecard. Although according to Robinson, it took a few iterations to reduce the amount of information to a manageable level, the scorecards provided a full 360-degree view of Verizon’s engagement with each partner and customer that incorporated information from the alliance and sales teams.

Using methodologies from Phoenix Consulting Group, Robinson summarized the responsibilities of each executive sponsor: serve as champion, evangelize the alliance, represent the company on key issues with partner, provide strategic guidelines in aligning objectives, and assist in organizational navigation.

Finally, the presentation closed with a top-line summary of the program’s characteristics:
  1. Engage executive sponsors across the business (HR, CFO, CIO, sales etc.)
  2. Strategic (as opposed to tactical)
  3. Proactive (not reactive)
  4. Long-term, deeper engagements with customers and suppliers

This post has not been tagged.

Share |
PermalinkComments (0)
 

Panel Shows Off Updated Research on Go-to-Market Alliances

Posted By Administration, Friday, June 20, 2014
Originally posted on 3/5/2013

This afternoon at the 2013 ASAP Global Alliance Summit, a panel led by Norma Watenpaugh and including Jay Chitnis and Nimma Bakshi showcased the most recent iteration of a survey of go-to-market alliances. In “Making It to Market: The Latest Research on How to Optimize Go-to-Market Alliances,” Watenpaugh, founding principal of Phoenix Consulting Group, and her two panelists presented the 2013 Research on Best Practices in Go-to-Market Alliances, updating a 2010 study on the same subject. Chitnis, director of business development and alliances at Isilon, an EMC company, and Bakshi, senior director with PwC Corporate Advisory Services, were part of a steering group along with Watenpaugh and others that designed and implemented the survey.

Alliance professionals from 95 companies in 23 different countries responded to the survey, many of them via social media.

For Bakshi, the results of the new survey show an “affirmation that innovation is valued at the executive level, along with evidence that many companies are taking a longer-term approach to alliances and showing “resistance to the dollar-tomorrow view.” To Chitnis, the study shows just what a high-performing alliance partner looks like, as well as how patient senior management is toward alliances.

In the new survey, the top 22 percent of companies reported that their alliances exceeded or “greatly exceeded” expectations. The study also showed something about what differentiates the outstanding performers from the others. Overperforming alliances tend to recognize the full value of alliances, not just revenue. Outperformers also measure more metrics, at least a few more in each category, such as strategic outcomes and sales closure—new customer wins, market share increase, increased sales closure, and vertical market penetration.

“Alliance managers need to know and be able to show that they have a legitimate reason to be part of the strategy conversation,” said Bakshi, reflecting on the survey’s significance. “You really have to be able to speak to someone at the strategy level,” Chitnis agreed. And while alliance managers may not be as numbers oriented as financial folks, they still need to articulate a “crisp, clean strategy” for executives, partners, and customers, he said.

This post has not been tagged.

Share |
PermalinkComments (0)
 

“Show Me the Money! I Need to Feel It!”

Posted By Administration, Friday, June 20, 2014
Originally posted on 3/5/2013

Starting off with a fun clip from the movie Jerry Maguire, featuring Tom Cruise and Cuba Gooding Jr., Jan Twombly and Jeff Shuman, principals of The Rhythm of Business, kept the afternoon rolling at the ASAP Global Summit today with their presentation “Show Me the Money!: Demonstrating Alliance Management’s Key Strategic Role to the C-Suite.” In it they discussed the three pillars forming the theme of this year’s Summit: “Leadership. Performance. Value” (although not quite in that order).

Twombly and Shuman started with a question: What is value? Is it the same as money? Are there other forms of value? And what sort of value is the CEO expecting to derive from his or her company’s alliances?

Touching on performance, Twombly stressed the need for alliance managers to be more proactive—or even, in Steve Steinhilber’s term, “preactive”—meaning that they must “look around the corners and see far out.”

And when you put value and performance together, Twombly said, you have demonstrated leadership in your alliance.

Then Twombly and Shuman asked the audience: “What should alliance managers do to be perceived as leaders in generating value?” Answers ranged from “owning the asset” in an entrepreneurial sense, to driving the process for the benefit of all parties involved, to aligning the parties so that they “sing from the same hymn sheet,” and aligning to corporate strategy as well.

“You’ve got to link what you’re doing to value,” Twombly concluded. “Look at your calendar, look at your task list—anything in there, can you link it to value? If not, why are you doing it? What are you doing to make the link between performance and value? What can you do?”

This post has not been tagged.

Share |
PermalinkComments (0)
 
Page 74 of 80
 |<   <<   <  69  |  70  |  71  |  72  |  73  |  74  |  75  |  76  |  77  |  78  |  79  |  80
For more information email us at info@strategic-alliances.org or call +1-781-562-1630