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‘Running on Ice’: Creating a Winning Partnering Team When the Odds Are Against You—Part 2

Posted By Cynthia B. Hanson, Wednesday, March 13, 2019

“Just getting on the track was a challenge,” Donna Peek, CSAP, vice president, global alliances at Genpact, said during a creative session “Cool RunningsThe Road to Building New Alliance Capability” co-led by her colleague Scott Valkenburgh, CSAP, vice president, global alliances leader. She was further explaining their analogy of their process of building a winning bobsledding team, much as was done for the 1988 Olympics by a Jamaican team (see Part 1 of this blog for background on the movie used to frame for their session).  The analogy was particularly near and dear to Peek’s heart because her grandmother is Jamaican, she said, while modeling her yellow jacket worn for the event. Peek continued to describe Genpact’s challenging experience transitioning into a partnering mindset where they created teams capable of “running on ice.”

“Our organizations are filled with sellers with no partnering experience. We didn’t know how to think about partnering. So we created a  quick and easy checklist to answer the existential question: To partner or not to partner?” explained Peek to rippling laughter throughout the room. The list highlights the following key questions:

  1. Should we consider partnering?
  2. Will partnering increase the likelihood of winning?
  3. Can we team with this partner?
  4. What are my options other than partnering?

We eventually “had in place the owner, experienced coaches,  growing team, strategy. Now we needed uniforms, equipment, etc.,” she further explained. “And you can’t win races without money. That means getting sponsors and establishing partner programs. … In doing that, we work with all the key stakeholders,” she continued, and then talked about areas in need of alignment with the strategy:

  • Marketing
  • Legal
  • Services lines: “We created our Blueprint 2.0 to … understand their strategies and align with our strategies.”
  • Risk/compliance: “We created a vendor governance office at Genpact—not the most ‘partner friendly’ processes.”
  • Sales and the CRM system: “The very first order of business when contemplating partnering, where we looked at fields to tag partners [in our CRM system to] capture data about partnering.” 

Prepping the training track is another important component, added Van Valkenburgh. “The  challenge is to achieving the “perfect slide”—a bobsledding term. When bringing a bobsled onto the track, and getting people to push it, you need to ask: “How do we know the track is running well and consistent?”

Peek and Van Valkenburgh experienced “the antithesis of what every alliance professional experiences,” he observed. “Senior leadership was behind it, but then you get to the other 89,000 people. So you get the funding, support, and visibility, and then you realize there is  concrete underneath [the snow], and someone melted the ice. ... It’s really apparent on the track that that is concrete, not ice,” he joked. “We are a company of entrepreneurs, but a company of entrepreneurs with 90,000 people is a lot of train wrecks. Systems and processes really matter. So how do you combine that track with the entrepreneurial spirit?” he asked. “The last part was, we don’t have a track. If I don’t produce the results, building out the track doesn’t matter. How do we build this track and get the culture behind it?”

What was one of the best tools Genpact used to reconfigure the organization? An alliance maturity model, said Van Valkenburg.  “Most of us have these complex models, these spider webs. What we created was [a simple] six things.

“If you can get the maturity level to advance, the growth potential is huge,” he noted. “This can be difficult for one-on-one partnerships, but multi-tenancy partnerships are even harder. … You have to spend as much internal time with [your organization’s leaders] building a true connection. Once they believe you are going to build a bobsled team, you are in. Your team skillset matters. The involvement of the leadership matters,” he concluded. “The celebration is with the team, not just the alliance partners.”

Stay tuned for more of ASAP Media’s comprehensive coverage at the 2019 ASAP Global Alliance Summit.

Tags:  alliance professionals  alliances  Donna Peek  Genpact  Global Alliance Summit  partner  partnering mindset  partners  Scott Van Valkenburgh  team 

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‘Running on Ice’: Creating a Winning Partnering Team When the Odds Are Against You—Part 1

Posted By Cynthia B. Hanson, Wednesday, March 13, 2019

Running on ice. That’s how Genpact’s Scott Van Valkenburgh, CSAP, vice president, global alliances leader and Donna Peek, CSAP, global alliances, described their company’s transition to a partnering mindset in their session “Cool RunningsThe Road to Building New Alliance Capability.” The session took place at the 2019 ASAP Global Alliance Summit “Agile Partnering in Today’s Collaborative Ecosystem” in Fort Lauderdale, Florida.

Despite the challenges, the transition to partnering has served them well: Genpact pulled in $47 million in business in their first year of partnering. The company brought in 8 partners and plans to add 10 more in 2019. But the process “was like running on ice to build the team,” said Van Valkenburgh during a clever retelling of their experience in a session based on the 1993 movie “Cool Runnings.”

The movie is a fictionalized account of the Jamaican bobsledding team that in real life trained for the 1988 Olympics. It was the first time Jamaica competed in the Olympics, and in a category mismatched for a country that rarely sees snow and has average temperatures hovering around 80 degrees.

So what does the Jamaican bobsledding team have to do with Genpact? For Van Valkenburgh and Peek, the process of transitioning Genpact to partnering took considerable training and a highly strategic approach. “We didn’t have the language …. We had to define what partners were,” he explained to the packed room. It was like: “You’re on a journey, we are funding you, we got you a sled. Now train people who have never run on ice before.”

Building the team was structurally challenging with the need to balance roles, weight, and speed—to name just a few of the considerations. Bobsled racing is performed with either a two- or four-person team. A team of four requires sensitive balancing in the sled at the ends and in the center. “If you have four people sprinting and one person is out of sinc, it doesn’t work,” he explained of the analogy. “You have to have people doing the right things in the right order. How do we get homegrown talent …  working well? And how do you create that culture?” he said, describing some of the problems faced.

“I build culture first and processes and goals second. If you can’t get the culture of your team right, then all the challenges happen,” he added, while also pointing out the importance of being open to the fact that the team you had before doesn’t easily fit into the new partnering structure: “You can’t have people who can’t run,” he observed.

To build a world-class team, you need to  create world-class athletes, he said. “There’s a whole reset mindset involved” just getting on the track. To make that happen, Genpact found, you need to do the following:

  • Create tipping points.
  • Build important things. “If it wasn’t going to get us on the track, it doesn’t matter.”
  • Make moments that matter. “That emotional deposit you give, that’s your bank account.”

Stay tuned for more of ASAP Media’s live, onsite coverage of this session and others from 2019 ASAP Global Alliance Summit. Cynthia B. Hanson is managing editor of ASAP Media and Strategic Alliance publications. 

Tags:  alliances  Donna Peek  Genpact  Global Alliance Summit  partner  partnering mindset  partners  Scott Van Valkenburgh  team 

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The Sharing Model of Alliances: Creating Value through Economies of Scale

Posted By John M. DeWitt, Wednesday, March 13, 2019

I arrived in sunny Fort Lauderdale for my first ASAP Global Alliance Summit and dove headfirst into my first session—a three-hour workshop with Dave Luvison, CSAP, PhD, and Ard-Pieter de Man, CSAP, PhD, on building collaborative business models. Both Dave and Ard-Pieter are academics: Dave is a professor and executive in residence at the Sellinger School of Business at Loyola University Maryland; Ard-Pieter is professor of knowledge networks and innovation at Vrije Universiteit Amsterdam.

Ard-Pieter started off the presentation talking about the three models of that he believes form the core of most alliances: sharing, specialization, and allocation models. I’ll focus on the sharing model in this article.

The sharing model creates value through economies of scale, in a horizontal combination between two organizations that share similar resources and capabilities. In other words, they might ordinarily be competitors. The goal of such an alliance is to increase the scale of one or more of the organizations involved, through a predetermined split of resources, costs, and revenue. As a result, the organizations are often thoroughly integrated. Additionally, the value creation potential of the alliance is very easy to predict, given that existing operations are combined.

Ard-Pieter cited the example of the Delta and Air France/KLM alliance. Here, the airlines share customers along North Atlantic routes, an area where they would normally compete for customers. They all sell tickets “color blind”—meaning the actual airline doesn’t matter—and send the customer on the airline that offers the desired flight, regardless of which airline the customer originally approached. This increases the number of destinations available to the customer, obviously making the airline more attractive to said customer.

This type of alliance forces the executives of the organizations involved to not only collaborate among themselves, but to do so regularly and frequently. Such involvement is necessary, again, given that many aspects of each organization are joining forces. Going back to the Delta and Air France/KLM example for a moment, 12 working groups from each company interact every single day, forcing the CEOs to interact regularly too.

About halfway through the session, Ard-Pieter and Dave initiated a breakout session. They asked the attendees to apply what they had learned to any alliances that they may have worked on in the past, i.e., identify which of Ard-Pieter and Dave’s models fit their chosen alliance best. I joined one of the tables to listen to their responses.

One interesting detail I noticed: participants found it very difficult to fit their alliances wholly to one model. Essentially, they would start to mix and match characteristics from each model to best fit their alliance. So while Ard-Pieter and Dave managed to boil alliances down into three basic models, in practice these models are not cut and dried. The two presenters commented that the hybridization of alliance models is not only acceptable, but sometimes encouraged to meet the needs of a specific partnering problem or business strategy.

Stay tuned for more insights from Dave and Ard-Pieter’s session—and read more of the ASAP Media team’s live, on-site coverage of the 2019 ASAP Global Alliance Summit on the ASAP Blog and in Strategic Alliance publications. John M. DeWitt is copy editor and staff writer for ASAP Media and an undergraduate at Catawba College majoring in biology. 

Tags:  alliance models  Alliances  allocation  economies of scale  sharing  specialization 

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‘From Value Chains to Business Ecosystems’: Featured Presenters from IBM, Salesforce, Dassault Systemes, and SAIC Join the Lineup for 2019 ASAP Global Alliance Summit

Posted By John M. DeWitt, Friday, January 18, 2019

This week ASAP announced the lineup of featured speakers at the March 11-13, 2019 ASAP Global Alliance Summit in a press release distributed via PRWeb.

“Each year’s Summit is a one-of-a-kind event where the world’s most experienced and capable partnering and alliance management executives share successful practices and lessons learned from their business collaborations,” ASAP President and CEO Michael Leonetti, CSAP, said in the announcement. “The 2019 Summit will include the incredibly smart and provocative speakers, hands-on learning, and candid peer-to-peer conversations that participants experience at ASAP’s other annual destination events—the BioPharma Conference, Tech Partner Forum, and European Alliance Summit. But there are unique connections and insights that only come from the ASAP Global Alliance Summit’s diversity. In a time of rapidly expanding cross-industry alliances, public-private partnerships, and customer-centered collaborative ecosystems, the Summit attracts leading thinkers and practitioners from many industries, sectors, and geographies, allowing attendees to glean insights, engage with surprising new ideas, and even meet unexpected new partners.”

This year’s ASAP Global Alliance Summit will take place March 11-13, 2019, at the Westin Fort Lauderdale Beach Resort in Fort Lauderdale, Florida. Platinum Sponsors of the event include Vantage Partners and WorkSpan; The Rhythm of Business is a Gold Sponsor. Headlining speakers include:

  • Bruce Anderson, general manager, high-tech/electronics industry, IBM
  • Christine Carberry, CSAP, chief operating officer, biopharmaceutical senior executive
  • Steve Levine, PhD, Dassault Systèmes, founder and executive director, Living Heart Project
  •  Tiffani Bova, global customer growth and innovation evangelist, Salesforce
  • Charles Onstott, chief technology officer, SAIC

Bruce Anderson: “Partnering in the AI Era”

On the morning of March 12, as part of the conference opening session, Bruce Anderson will present a plenary talk titled “Partnering in the AI Era: An Essential Shift from Value Chains to Business Ecosystems.” He intends to share his deep understanding of marketplace opportunities and challenges facing companies, describing what he’s learned as he consults extensively with senior executives striving to optimize and transform their organizations, operations, and business models.

After lunch on March 12, four speakers will present TED-talk-style presentations during the 2019 Summit’s Leadership Spotlight plenary session.

Christine Carberry, CSAP: Maximizing Value

Is it a lack of time, resources, or ideas that holds back fulfilling the maximum value of alliances? Perhaps all these ingredients are available in abundance and what is lacking is the ability to connect the right ideas with the right resources at the right time, Carberry intends to explore. The concept is simple—find the right connections, collaborate on a common goal, and create value. Executing against this simple concept is far from easy. In this session, Carberry will talk about how to strengthen connections, improve collaboration, and increase value creation in alliances and beyond.

Steve Levine, PhD: The Living Heart Project

In the US, someone has a heart attack every 34 seconds. What if a virtual replica of your heart could be created, imitating its unique electrical impulses, muscle fiber contractions, and abnormalities? Valuable insights on human heart function could accelerate breakthroughs delivered to clinical practice. Dr. Levine will describe his methodology to unite the world's leading cardiovascular researchers, medical industry innovators, regulatory agencies, and practicing cardiologists on a shared mission to develop accurate personalized digital human heart models.

Tiffani Bova: “Growth IQ” and Partnering

Customers demand a seamless experience, regardless of who makes the sale. Profitable and sustainable business growth is top of mind in and around all industries. Alliance managers must develop their "Growth IQ" to meet today's business demands. Pulling from the 10 proven paths highlighted in her Wall Street Journal Best Seller book, Growth IQ: Get Smarter about the Choices that Will Make or Break Your Business, Bova will present customer-centric best practices and pivot points for partnering executives and their companies to consider.

Charles Onstott: Partnering to Help the US Government Move at Startup Speeds

Not known as an early adopter, many parts of the US government have been pushing for easier acquisition of new technology. SAIC, as a technology integrator, strives to help emerging technology companies expand into government business—and thereby bring valuable capabilities that benefit the government. Onstott plans to discuss SAIC’s partner engagement model, share lessons learned in establishing relationships with emerging technology companies, and provide examples of what worked and did not work well.

The 2019 ASAP Global Alliance Summit will take place March 11-13, 2019, at the Westin Fort Lauderdale Beach Resort in Fort Lauderdale, Florida. Platinum Sponsors of the event include Vantage Partners and WorkSpan. The Rhythm of Business is a Gold Sponsor. For more information and to register for the 2019 ASAP Global Alliance Summit, please visit http://asapsummit.org. To learn more, read the complete ASAP press release distributed via PRWeb and stay tuned for more of the ASAP Media team’s preview coverage of the Summit in Strategic Alliance magazines and on the ASAP Blog.

John M. DeWitt is a contributing writer and editor for ASAP Media. 

Tags:  2019 ASAP Global Alliance Summit  alliances  Business Ecosystems  Charles Onstott  Christine Carberry  collaborative ecosystems  Dassault Systemes  IBM  partner  SAIC  Salesforce  Steve Levine  Tiffani Bova  Value Chains 

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Fascinating Mix of Case Studies Woven Into ASAP Conference Programming This Fall

Posted By Cynthia B. Hanson, Monday, September 17, 2018

Trio of conferences this September, October, November will include plenty of practical sessions with real-life examples of partnering success stories

The next issue of Strategic Alliance Magazine will include a fascinating case study on the Dutch Alliance for Data and Tax on Wages and Benefits, a complex alliance between the Dutch IRS, National Social Security Administration, and Statistics Netherland. The two alliance managers in the article will also provide details on how they formed, managed, and problem-solved the complex collaboration in a session at the upcoming 2018 ASAP European Alliance Summit: “Owning Your Ecosystem & Building the Future,” in Amsterdam, The Netherlands, Nov. 8-9 (location to be announced).  

Case studies are a powerful way to make a point, demonstrate useful tools and techniques, and highlight the best practices used to solve alliance challenges. There’s nothing quite as impressionable as a real-life alliance success story packed with examples of problem solving, effective frameworks, and cutting-edge techniques. In fact, the European Summit will kick off with a “Case Study of a Large-Scale Bi-Lateral Strategic Alliance,” presented by Christophe Pinard, director of global strategic alliance at Schneider Electric and Jean Noel Enckle from emerging solution ecosystem development at Cisco. The two speakers plan to provide their reflections and case perspectives on the dynamic, progressive alliance between the two companies. 

Their talk will set the stage for a summit where as many as 30 case studies will be tucked into sessions spanning a wide range of cross-industry topics, including

The Internet of Things (IoT), telecom, financial services, pharma/life sciences, digital ecosystems, telecom, energy, fintech, consumer goods, and other areas of interest. Presenters will include the heads of alliance divisions, CEOs, and other professionals.

A similar trend is afoot at the upcoming 2018 ASAP BioPharma Conference: “Creating Valuable and Innovative Partnerships by Driving the Alliance Mindset,” at the Hyatt Regency Boston, Boston, Massachusetts, Sept. 24-26.  Case studies are a great tool for teaching, and they will be central to the session “Let’s Make a Deal: Driving Better Contracts to Win in Clinical Genomics,” presented by Katherine Ellison, CA-AM, associate director of alliances at clinical genomics leader Illumina, Inc. Attendees will be asked to consider several of Illumina’s case studies and then delve into key areas where the alliance teams worked collaboratively with business development throughout the deal negotiation process.

Participants are asked to prepare for the session and bring their own case studies to share and discuss with peers on relevant topics, such as:

  • Methods to transform working relationships
  • Shared process models and governance structures to facilitate collaboration
  • Fit-for-purpose tools that drive internal and external information sharing
  • The merits of centralized and decentralized alliance and business development models

If you’re more interested in customer case studies on the tech side, join some of the biggest tech movers and shakers for one day, October 17, at the 2018 ASAP Tech Partner Forum: “Owning Your Ecosystem & Building the Future,” at the Four Points by Sheraton, San Jose Airport, San Jose, California. Keynote speakers Mitch Mayne and Wendi Whitmore of IBM, plans to weave some relevant alliance experience into his talk “Cyber Security Ecosystem Meets the Customer Experience,” and there will be plenty of concrete case study examples from Scott Van Valkenburgh, CSAP, vice president, global alliances leader at Genpact in his talk “Robotic Process Automation (RPA): Partnering Considerations.” Genpact has implements several successful RPA projects with Genpact’s RPA partnering strategy, and Van Valkenburgh plans to share lessons as well as customer case studies as he discusses Genpact’s launch and early RPA strategy.  

Learn more about these and other case studies, review additional sessions and content, and sign up for early bird discounts at the following links:

BioPharma Conference: http://www.asapbiopharma.org/sessions.php

Tech Partner Forum: http://www.asaptechforum.org/index.php

European Alliance Summit: https://www.asapeusummit.org/

Tags:  alliances  ASAP BioPharma Conference  ASAP European Alliance Summit  ASAP Tech Partner Forum  case studies  Christophe Pinard  Cisco  Clinical Genomics  Cyber Security  ecosystem  Genpact  governance  IBM  Illumina  IoT  Jean Noel Enckle  partnering  partnerships  RPA projects  Schnieder Electric  strategy 

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