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Engaging Peer-to-Peer Roundtable Sessions Become Popular New Central Feature at ASAP Global Alliance Summit

Posted By Cynthia B. Hanson & Ana Brown, Monday, March 14, 2016

Fostering opportunities and tools for peer-to-peer learning is one of ASAP’s goals, and that concept was well-integrated into this year’s ASAP Global Alliance Summit with several popular roundtable sessions. The feedback has been positive so far on the two roundtables, which quickly became an active format for sharing at the Gaylord National Resort & Convention Center, National Harbor, Md. 

Following the “ASAP Quick Takes” talks, the first roundtable session provided participants with the choice of 17 valuable, timely topics connected to the broader “ASAP Quick Takes” theme of “Partnering Everywhere: Expert Leadership for the Ecosystem.” Participants chose between 26 different discussion groups facilitated by thought leaders from ASAP’s membership. Topics ranged from “Strategic Alliance Management across the Enterprise” to “Knowing with Whom to Partner Now” to “Quick Take ‘Hot Takes:’ Seeing Around Corners.” Look for an upcoming blog item on the second engaging roundtable session that took place the following day: “Alliances around the World: Cultural Roundtables,” facilitated by Philip Sack, CSAP, ASAP Asia Collaborative Business Community, and co-presented by Guarino Gentil Jr., CA-AM, Merck-Serono; Subhojit Roye, CSAP, Tradeshift; Andrew Yeomans, CSAP, Merck-Serono. 

I randomly selected a group at the ASAP Quick Take Roundtables led by Donna Peek, CSAP, director, partner enablement & operations, global alliances & channels, SAS on “The First 100 Days of an Alliance” and watched a lively, relevant conversation unfold. Peek, who also is ASAP’s vice-chairman of the executive management board, dynamically led the group, drawing out ideas and fostering engaging conversation as the participants ramped up their communications into active sharing. “The train is already barreling down the track and you are trying to adjust and redefine,” she said, while jotting down a checklist of what an alliance manager should be focused on in the first 100 days that looked something like this: 

  • Identify critical stakeholders
  • Identify executive governance
  • Define frameworks
  • Find good fits for the collaborative team
  • Make sure everything is included that needs to be in the contract
  • Clarify strategy and scope
  • Make alignment part of the term sheet process 

This last point, offered by Ana Brown, project manager, strategic alliances, Citrix, so captured participant attention that we thought her idea worth sharing as an example of how helpful and practical these exchanges can be. Brown offered to write up the idea for a larger audience. 

#Termsheetlove: Bringing Back the Term Sheet
By Ana Brown

The use of a term sheet has been a longstanding precursor to any agreement. With busy times, and changing alliance leaders and teams, sometimes such processes are left behind.

If you find yourself having multiple conversations with your internal stakeholders, all at different times, redlining your partner agreement—sometimes for months. Finding yourself thinking, “Oh my gosh, that call was so long ago I can’t remember what the issues with the agreement were in the first place,” then this recommendation is for you.

Bringing back the term sheet with some easy steps will help you: 

  1. Gain alignment with all your internal stakeholders before going into the agreement process.
  2. Cut the lead-time to fully executed agreement more than half (months for some of us)! 

First, work with your legal team to come up with the best term sheet template (and get buy in from your internal stakeholders that the term sheet will answer most, if not all, of the questions they may have on any potential partner agreement).

Next, complete the term sheet after completing your business plan and receiving buy in from your business unit and partner. Alliance leaders fill out the term sheet (deal exec summary and details) and simultaneously circulate it to the internal stakeholders so that they all know.... (Example of stakeholders include: channel operations, revenue recognition, legal, GEO VPs, etc.—anyone who needs to know the deal is coming.)

Alliance leaders then schedule a kickoff call with stakeholders to review the term sheet, receive stakeholders’ approval to the term sheet (email approval is okay), and are then ready to move the deal to agreement and work with legal to execute.

Ta-da! You just made a bunch of friends by creating internal alignment and cutting the lead time to fully executed agreement in half.

#Termsheetlove - spread it forward :)

Tags:  agreement  alignment  Ana Brown  Andrew Yeomans  ASAP Global Alliance Summit  ASAP Quick Takes  collaborative  Donna Peek  frameworks  governance  Guarino Gentil  leadership  Merck-Serono  partnering  peer-to-peer learning  Philip Sack  scope  stakeholders  strategy  Subhojit Roye  term sheet  Tradeshift 

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Partnering Goes Interplanetary—in the Pages of Strategic Alliance Magazine and onstage at the 2015 ASAP Global Alliance Summit

Posted By John W. DeWitt, Wednesday, February 18, 2015

[Excerpted from the forthcoming Q1 2015 Strategic Alliance Magazine]


What I enjoy most about the ASAP community is its raw intellectual rigor. It’s a real-life university on the leading edge of business practice—where the average grade is just 53%, based on success rates. It takes big thinking, by big thinkers—as well as professorial attention to the minutest detail—to succeed in the world of partnering, alliance management, and business collaboration.


Big ideas and the brains behind them converge in the pages of Strategic Alliance Magazine, at ASAP’s chapter and online events, and most powerfully at the annual ASAP Global Alliance Summit. As magazine publisher, moderator of many online events for ASAP, and frequent blogger on this site, I’ve gotten a good preview of what our community’s leading thinkers and practitioners will be talking about March 2-5 in Orlando. Two key discussion threads:


1. Strategy, sales, and revenue. Now partnering often gets its full due in “build, buy, or ally?” strategic decisions. But that puts alliance and partnering executives (many who also work in merger integration) on the spot: partnerships must deliver the goods and much more consistently fulfill their strategic intent. Yes, our well-developed alliance management practices and toolkits still matter, say Jan Twombly, CSAP, and Jeff Shuman, CSAP, Ph.D., in their January ASAP webinar and forthcoming summit session. But, they argue, our minds, skills, and tools must be leveraged much more strategically to improve our success managing mission-critical alliances, partner portfolios, and ecosystems. And what they say can be done. In one real-life case study about pushing alliance practice to that strategic level, Mission Pharmacal President Terry Herring will talk about restructuring a family-owned pharma company into a partnering—and sales—powerhouse.


Indeed, sales and revenue matter more than ever to alliance executives—and conversely, business development and sales are rapidly morphing into highly collaborative functions that require business skills long since honed by the alliance management profession. In recent ASAP webinars and Strategic Alliance Magazine articles, Norma Watenpaugh, CSAP, and Dede Haas, CSAP, have honed in on the rapid convergence of practice between alliance and channel sales management—and Haas will join Ann Trampas, CSAP, to share their latest findings during a special 90-minute workshop at the summit.  


2. Entrepreneurial business models and complex collaborations. Multiparty and coopetition alliances, cross-sector partnering, ecosystem management, and other sorts of complex, multiplayer collaborative models come to the fore at this year’s summit. These aren’t just big concepts—we’re now in the thick of actually managing (with increasing sophistication) these highly complex and chaotic types of partnering models. Two keynotes and multiple summit sessions delve deeply into cutting-edge models and how they play out in practice. Talk about big thinking: How about multi-party, multi-sector, coopetition partnerships tackling global health challenges—and government partnering with entrepreneurs to send tourists and asteroid miners into space?


Partnering and alliance management are truly in the thick of the fray in business—and the prominence of our role continues to grow in our companies and organizations. That’s why learning and events in the ASAP community remain so vital and relevant to our daily work. We, the professors and student-practitioners of partnering and alliance management, must keep on our toes—with one eye on the big picture and one focused on each pixel. Or you can bet some really smart millennial or entrepreneur will be stomping our toes and filling our shoes.


About the 2015 ASAP Global Alliance Summit

Held this year on March 2-5 at Hyatt Regency Orlando, the annual ASAP Global Alliance Summit is the world’s largest gathering of alliance, partnering, and business collaboration professionals. For more information or to register for this year’s summit, visit And be sure to visit this blog frequently during and after the Summit for the ASAP Media team’s live blog coverage of many event sessions.

Tags:  alliance management  ASAP Global Alliance Summit  collaboration  Dede Haas  Entrepreneurial  Jan Twombly  Jeff Shuman  Norma Watenpaugh  partnering  Strategic Alliance Magazine  Strategy 

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"The Sky is Not the Limit" When Partnering to Grow the Space Industry, says ASAP Global Summit’s Opening Keynote Speaker

Posted By Cynthia Hanson, Wednesday, January 14, 2015

Some of the world’s most successful entrepreneurs and technical geniuses are turning their attention to the commercial space business. They believe that with the infusion of entrepreneurial capital, brainpower, and a good degree of partnering, the space industry can become a fundamental source of jobs and high-tech development. As a state government entity, Space Florida is eagerly trying to position Florida in this new space race. Dale Ketcham, chief of strategic alliances for Space Florida, is ASAP’s opening keynote speaker at the upcoming ASAP Global Alliance Summit, March 2-5, in Orlando, Florida. For Ketcham, “the sky is not the limit” as the traditional government-only space program transitions to a multi-faceted, cross-industry collaboration with avant-guard billionaires and space entrepreneurs, cutting-edge university R&D programs, an IT industry evolving at high speed, well-established corporations, US federal agencies, and global allies. He plans to provide a broad perspective on how partnerships and collaborations have evolved and morphed in the space industry, and what we can envision for the future.

What is the mandate of Space Florida as a government entity receiving state funding?

From the inception of the space age, government investment was the seed corn needed to start and grow the space industry, much as was the case in the early years of railroad and aviation development. But there has always been an understanding that a robust commercial sector would be needed for long-term sustainability. That perception is now becoming reality. Perhaps nothing highlights that perception moreso than the commercial payload launch market. For decades the United States had 100 percent of the market. But the launch sites were at NASA or Air Force locations. The Europeans saw an opportunity, created a purely commercial launch site in South America, and the US market share eventually evaporated. New American entrepreneurs are beginning to recapture that market, and the impetus for the creation of Space Florida in 2006 was to build the nation’s growing space industry market and capitalize on the half-a-billion in capital assets Florida already had invested in launch pads, labs, etc., from two decades of collaboration with government and industry.

How did you get involved in Space Florida? What is your history in the space program?

I grew up in Cocoa Beach starting in 1955. I learned to walk as a toddler on the beach. It was a frontier town in the early days of the space program, and I was surrounded by astronauts and engineers. There was a lot of money coming into the area to beat the Russians to the moon. I went on to attend the University of Florida. At the time I wasn’t aware of the implications, but President Nixon abruptly cancelled the Apollo space program, which crushed us economically down here. My dad was trying to avoid bankruptcy. Thousands of homes were abandoned. Ironically, when my older son left to attend the University of Florida, the shuttle program retired. So part of my mission in life has been to make sure that when my grandson or granddaughter goes on to the University of Florida, we are no longer dependent on government funding to provide jobs in Florida’s space industry. I spent 10 years working on the shuttle program for Rockwell, and then I was a district director for a local congressman while he served in Washington on the space subcommittee. I also worked for an engineering firm that was working on the shuttle and then became director of the space program at Enterprise Florida - a public-private entity that was previously the state Department of Commerce. I then was director of the Spaceport Research and Technology Institute at the University of Central Florida. I joined Space Florida four years ago.

Look for the full interview in ASAP’s February eNews, a benefit of membership to ASAP.

Tags:  ASAP Global Alliance Summit  Dale Ketcham  NASA  Space Florida 

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KPMG Upgrades to Global Membership, Announces 2014 Alliance Excellence Award

Posted By John W. DeWitt, Thursday, August 7, 2014

ASAP announced that longstanding corporate member KPMG upgraded to global membership in the spring. This deeper level of engagement will further build KPMG’s alliance management capability and reinforce its partnering strategy, which focuses on combining forces with the world’s leading services and technology providers to deliver comprehensive solutions and help clients address business challenges and achieve breakthrough results.


“Partnerships are essential to virtually every company these days, but excellence in partnership is never easy to achieve. When a firm like KPMG sets such a high bar for alliance excellence—and reaches it—that’s something to celebrate,” said Michael Leonetti, President and CEO of ASAP, in the announcement. “KPMG and other leading alliance management practitioners turn to ASAP for the learning, community, and tools they need to achieve their most critical strategic goals. We are proud to play an important role in helping KPMG achieve the excellence it seeks in every one of its strategic partnerships.” 


In March, KPMG was honored at the ASAP Global Alliance Summit in Scottsdale, Ariz. USA for its “Go-to-Market People and Change Project,” which was built in-house with a focus on three groups that play critical roles in the alliance program:  business leaders, alliance partners, and client teams.  Through the project, KPMG developed a comprehensive process to identify, create, launch and scale an alliance with committed business sponsorship clearly assigned with the organization’s growth strategy.


Read the complete official announcement, recognizing KPMG for its Alliance Excellence Award and the firm’s elevated engagement in ASAP.


By John W. DeWitt

Tags:  ASAP Global Alliance Summit  ASAP global membership  KPMG 

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