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  alliances  collaboration  partnering  alliance  partner  partners  partnerships  alliance managers  ecosystem  alliance manager  The Rhythm of Business  partnership  Jan Twombly  Vantage Partners  biopharma  governance  Eli Lilly and Company  strategy  Strategic Alliance Magazine  collaborations  IBM  cloud  IoT  strategic alliances  ASAP BioPharma Conference  healthcare  innovation  Christine Carberry  Cisco 

Finding Opportunity in Disruption: Pivot your Partner Strategy

Posted By Norma Watenpaugh, CSAP | Phoenix Consulting Group, Saturday, August 29, 2020

Have you rethought your partner ecosystem strategy in terms of what new opportunities lie ahead? Are you prepared to find the opportunity in disruption? We can assume that business as usual is not going to work in today’s volatile business climate because business has become unusual. Yet, disruptive times are times of great opportunity for those who are alert in spotting them.

Shortly after the 2008 Great Recession, I dusted off a white paper written in the aftermath of the dot.com implosion in 2001. Based on discussions with the alliances leaders, I learned that Cisco had doubled down on their alliance strategy to buffer the impact. By continuing to invest in alliances and realigning their strategy, Cisco generated 12% growth in alliance revenue during a time of general economic contraction and while the rest of their business was struggling.

In 2008 it was the financial sector that went into meltdown.

A colleague of mine worked with partners specializing in the financial sector. I erroneously assumed that his business had cratered with the financial institutions. I was wrong. Business was booming. Financial institutions were facing mergers, acquisitions, and consolidation. They were addressing compliance and regulatory issues that had been overlooked, leading to the crises, and were planning for new regulations and compliance issues that they anticipated would be legislated. My colleague was in a unique position to help solve the big problems these businesses are facing.

In the Covid economic crises, ecosystems are again shifting to address new opportunities: work from home solutions, tele-medicine, contact tracing, collaboration on therapies and vaccines. How can you pivot your partner strategies to survive and take advantage of new opportunities?

Follow the shifts in buying behavior. Spending might be reduced in a recession, but it also shifts.  Buying behavior changes. Smart businesses realign their strategies to take advantage of those shifts. The sudden work from home mandates created enormous opportunities. Microsoft and Google started promoting their web-conferencing tools aggressively and created programs and incentives for their partners to take advantage of the trend.

Solve the big problems created by disruption. Logistics went through a major disruption as retail goods shifted from storefront to webfront buying. The transportation network was in a frenzy rescheduling planes, ships, and trucking to serve this enormous shift. This dynamic and sudden shift required companies that normally compete to collaborate more effectively. An example, a business that uses Mercury Gate for inbound freight but might use JDA for international ocean shipping. In order to get shipments from point A to point B, these two transportation platforms needed to be able to share information and communicate in real time.

Leverage the benefits of shared costs and shared rewards. Partners are the ultimate ‘do more with less’ strategic play. Partners combine forces to provide even stronger customer value proposition at lower costs. Half of the assets and expenses are on your partner’s books.

Partner marketing has always been a great cost share opportunity. A marketing colleague shifted all marketing spending to co-marketing with partners resulting in lead generation and shared costs. A bonus of this strategy was that cross marketing on partners’ house lists yielded much higher quality leads. He achieved a higher quality sales funnel at half the costs!

There are opportunities for those who can address the pain points created by disruption and provide solutions. How can you realign your partner ecosystem strategy to focus on where companies will be compelled to spend to stay viable? Disruption creates opportunity and those who recover successfully will be those who can pivot their strategy to take advantage of the changes.

Norma Watenpaugh , CSAP, is a founding partner at Phoenix Consulting Group, which specializes in helping companies find more value in their most important strategic business relationships. This blog was originally posted on August 25, 2020 in LinkedIn.

Tags:  acquisitions  alliance leaders  Cisco  co-marketing  compliance  consolidation  ecosystem  financial sector  mergers  Norma Watenpaugh  partner  partner marketing  partners  Phoenix Consulting Group  strategy 

Share |
PermalinkComments (0)
 

How Do You Build the Partner Executive of the Future?

Posted By Michael J. Burke, Monday, July 6, 2020

The rapid pace of change over the past few months has had everyone scrambling to keep up and adjust to whatever the “next normal” is—if it even makes sense to talk about “normal” at all these days. This has been true in every industry, but perhaps nowhere more so than in information technology, where the disruptions and changes were seemingly constant even before the coronavirus pandemic hit and the beat goes on accordingly.

As part of the on-demand content available to those registered for the just-concluded ASAP Global Alliance Summit, a panel was convened to discuss just how today’s technology alliance and partnering leaders can weather these frequent storms, be proactive in responding to partnering trends, act strategically, and think multiple steps ahead as they face so many uncertainties every day.

Moderated by Norma Watenpaugh, CSAP, CEO and founding principal of Phoenix Consulting Group, the panel—“The Strategic Partner Executive of the Future and the Skills Needed for Success”—also featured:

  • Rafael Contreras, area vice president, global operations, strategy and chief of staff at ServiceNow
  • Jim Chow, enterprise cloud solution evangelist and strategic partnerships/channel executive at Google
  • Greg Fox, CSAP, formerly general manager of networking and communications/vice president of alliances at WorkSpan

Watenpaugh began by outlining a list, put out by Pearson Learning and the Society of Human Resource Managers, of what makes a “star partner/alliance manager.” They must be:

  • Able to lead and influence
  • Willing to take initiative with little or no oversight
  • Strategic and global thinkers seeking and creating opportunities
  • Dynamic, creative, independent thinkers
  • People-oriented with high empathy
  • Highly cooperative, preferring to work in teams
  • Effective at networking across organizational boundaries
  • Able to flex rules to get things done
  • Capable of dealing with high levels of ambiguity

About the last quality, Watenpaugh commented: “In particular, in today’s business climate, especially in the last three to five months, we’ve had to use this muscle a lot, because it is a very disruptive, uncertain market, and being able to navigate through it is key.”

And that’s a lot. But that may not be the half of it.

Being a “Connector” Is No Longer Enough

Jim Chow of Google spoke of what he called some of the “more traditional mindsets and skills of alliance leaders, [versus] mindsets and attributes of what I believe is the partner of the future.” Among these necessary changes in attitude were going from a “built to last” mindset to “built to adapt,” “walking the talk” on digital transformation, and having alliance managers go from just being a “people person” to acting as the “CEO or general manager of the alliance,” someone who can think and operate strategically and also bridge generational and other divides. And as much as anything else, they need to embrace change.

“How do I think about change differently?” Chow asked. “Not just, ‘It’s going to come up and I’ll have to deal with it,’ but actually build change into the process. The market is moving faster now than anything I’ve seen in technology in the last 10 years.”

Chow was emphatic about the kind of mind shift alliance managers need to embrace and own if they want to succeed in tomorrow’s world. “In the past,” he said, you’d hear “‘I’m an alliance manager, I’m just a connector.’ That is no longer enough. You need to be owning the business, driving the business, helping partners as an executive, directing them to realize the value of the partnership, guiding them and telling them where to go.”

He also advocated for “evangelizing solutions” with more of a launch-iterate–fail fast approach, which he said has worked for Google, Amazon, and other high-tech heavyweights. “You’re not going to get it perfect coming out of the gate,” he advised. “You don’t know what you don’t know, and there’s not time to find out to make it perfect. So you do your best to launch what makes sense quickly, rapidly and aggressively get feedback from your customers and partners, and iterate and launch until you get it right.”

It’s All Ecosystems Now

Greg Fox, formerly of WorkSpan, said that alliance managers—including prospective ones—need to understand the shift from traditional one-to-one alliance models to ecosystems of multiple partners. He cited research from IDC, Accenture, and Forrester showing the importance and disruptive power of ecosystems, including that companies in ecosystems are growing 50 percent faster than those that are not part of one.

He also said that alliance and partnering managers need to be able to orient themselves around build-with, market-with, and sell-with frameworks, and to connect with all tiers of an ecosystem; to emphasize creating a great partner experience as much as a great customer experience; and to adopt digital tools to drive collaborative business relationships, since traditional tools are no longer enough given an ecosystems context.

Fox stressed that much of what he and the others were discussing, from business trends and speed of change to the capabilities needed by those who seek to manage partnerships and ecosystems, goes beyond the usual realms of IT and biopharma and extends into other industries, from insurance to agribusiness to retail and more.

From Legacy Leftovers to Listening Channels

Rafael Contreras of ServiceNow proposed another idea that cuts across many industries and verticals: not allowing “comfortable legacy ideas to dictate your strategy.” And given that change and evolution are continuous, as he put it, “A lot of things that have worked before need to take that step forward.”

Time horizons in many cases also need to change. “We’ve challenged a lot of our alliance managers to think beyond the 12-month range of commissions and quotas,” Contreras said, “and really start to focus on that long-term business objective.”

Another golden piece of advice Contreras provided was “never build in a vacuum.” He urged, “You need the feedback from the ecosystem, from the alliance managers, you need the business to share its feedback to you as well.” At his company, this is done via “listening channels,” councils, trainings, surveys, and other means. All of it helps in understanding partners’ and customers’ pain points, problems, and requirements, and what would constitute success for them.

Where Do Alliances Fit?

Acknowledging that partnering and alliance management are not always recognized or understood in organizations, and may report to numerous divisions ranging from marketing to sales to even human resources, Watenpaugh asked the panelists to suggest where in an enterprise alliances might best fit.

Chow took the first run at the question. “I think the best place in the organization—as long as the executive team views alliances and partners and channels as critical—is as a direct report to the CEO or general manager of the business. Then the partnerships or alliances team has a seat at the table for all the highest-level strategy in the organization. That’s ideal.” This is not always the reality, of course, and as he said, it can be dictated by “power dynamics or who’s running the show.”

“Regardless of where it reports,” Fox chimed in, “it has to look at how outcomes can best be achieved—whether revenue, or customer success, or accelerating times to market.”

Said Contreras, “It comes down to the objectives desired: What kind of experience are you trying to have with partners?”

Lucky to Be on a Wild and Crazy Ride

Toward the end of the panel presentation, Watenpaugh commenced a “lightning round” in which she asked the panelists what advice they would give to someone who says they want to be an alliance manager.

Fox: “Excellent! Welcome to the profession. Now, get ready for a wild and crazy ride!”

Chow encouraged asking why—if they want to have an impact on strategic alliances, then “great.” They’ll need energy, patience, and persistence, because it’s a difficult job in which “you don’t control a lot,” so often all you have at your disposal is “influence.” But if they say they’re a “people person” and they think it would be cool to work with partners, then “find something else to do.”

Contreras said that he had actually hired some budding partner managers right out of school, and felt that they were very “lucky” given the kind of exposure they get right off the bat.

“You’re not going to get this in almost any other department,” he explained. “You’re talking to entrepreneurs, founders, people who have taken the risk and the leap to start new businesses—and their business model depends on your alignment with them and their business objectives.”

So the partner leader of the future had better buckle in, put the strategic thinking hat on, wear the ecosystem pants, and get ready for a wild and crazy ride. Because the future gets here fast these days.

Tags:  channels  Ecosystem  enterprise cloud  Google  Greg Fox  information technology  Jim Chow  Norma Watenpaugh  pandemic  partner exec  partnering  Rafael Contreras  ServiceNow  technology alliance 

Share |
PermalinkComments (0)
 

A Virtual Event, but a Rich, Living Community—Thanks to You!

Posted By Michael J. Burke, Wednesday, July 1, 2020

What a day! And what a Summit!

Thursday, the final day of the 2020 ASAP Global Alliance Summit, was filled with highlights, and served as a resounding demonstration that the ASAP community is alive and well and that the whole organization and its members and staff are supremely flexible and able to pivot from an in-person gathering to a very successful virtual event.

Flexibility and agility, in fact, were two of the recurring themes of this year’s Summit, and its last day was no exception. The day’s livestream programming began with an in-depth panel discussion, “Biopharma Commercial Alliance Management Challenges,” skillfully moderated by Jan Twombly, CSAP, president of The Rhythm of Business, and featuring eminent panelists Brooke Paige, CSAP, former vice president of alliance management at Pear Therapeutics and ASAP board chair; David S. Thompson, CSAP, chief alliance officer at Eli Lilly and Company; and Andrew Yeomans, CSAP, global alliance lead for UCB.

Aligning Around the North Star

Commercial alliances are the go-to-market phase of biopharma partnering, and thus there’s often a lot riding on their success or failure. The panelists discussed various aspects of delivering value from commercial alliances given the business risks, human risks, and legal uncertainties; the prospect of misalignment between partners; the perils of operating in different geographic regions with their varying cultures and regulations; the need for speed and flexibility; and other pitfalls.

Amid such challenges, alliance managers have to keep their eyes on the prize—or, as Paige put it, “It always goes back to the basics: providing alignment by constantly pointing to the North Star of the alliance.”

Twombly noted that bringing partners together to hash out a commercial strategy to maximize value coming from the alliance—and then implementing it effectively—is always “the crux of the matter.”

Yeomans, citing an alliance that operated in China as well as other experiences, said the constantly accelerating speed of events means that even the most experienced alliance managers end up “learning on the job.” “Things are so much more immediate in the real world,” he said. “A lot of things can happen fast.”

More than one panelist mentioned the human element in these alliances—from training alliance professionals to dealing with human risk and misalignment. “It comes down to, do you have the right people?” Paige said. “You have to have the right people with the right mindset” to make the alliance work effectively.

Driving alignment, according to Yeomans, happens in “three buckets”: formal (contract terms), semiformal (governance), and informal, which includes both performing regular health checks and doing the internal work of alignment to “get your own house in order.” In this way issues get turned around and resolved, and escalation is avoided. “This is where alliance management can really come to the fore and add value,” he said.

He also urged alliance managers to work toward achieving a “complementary fit” in the partnership and to “be a conduit” between global and regional representatives and between partners. “Be adaptable and be ahead of the curve. In this way you become almost the go-to person,” he said.

Despite the challenges, Yeomans said he could “wholeheartedly recommend” getting into commercial alliances. “Venture forth. Go forth and conquer!” he exhorted.

Influencers, Referral Partners, Resellers, and Customers

The next presentation in today’s livestream was also concerned with go-to-market partnering, albeit geared more toward the tech industry—but with broader applicability as well. Larry Walsh, CEO and chief analyst of The 2112 Group, spoke on “Making Everyone a Part of the Sales Process”—and by “everyone” he meant not just resellers, but also influencers and referral partners. All have a role to play, and if handled correctly, all contribute to the eventual sale and the booking of revenue.

In fact, the customer should also be included in this continuum, as a satisfied customer could be converted into an influencer, or even a referrer, according to Walsh. He quoted one of his “heroes,” Peter Drucker—no doubt a hero to some others in the ASAP community—who said, “The purpose of a business is to create a customer.”

“That’s why we have channels,” Walsh elaborated. “You try to create points of sale as close to the customer as possible.”

Walsh reminded the audience that the oft-mentioned “customer journey” is in reality just “part of the totality of their experience,” in which even if they’re not buying your brand, they’re still making judgments on it one way or the other. Thus it’s important to try to effectively engage everyone along the continuum from influencers to referrers to resellers to customers because, while expectations should not be overestimated, successful referral programs can be very effective. “Referrals have a lot of power!” Walsh enthused.

Since customers who are happy with a product or solution can become influencers, and influencers can become referrers, and a referral partner may even seem to be a sort of “lightweight reseller” in Walsh’s phrase, this seems to ring true. It also dovetailed with something that Tiffani Bova of Salesforce said on the first day of this year’s Summit: “Your greatest sales force is your customers and partners advocating on your behalf.”

Partner to Partner in the Ecosystem Cloud

“Customers and partners” was a theme of the day’s final presentation as well. Amit Sinha, chief customer officer and cofounder of WorkSpan, and Dan Rippey, director of engineering for Microsoft's One Commercial Partner program, gave a presentation with the lengthy title “How the Microsoft Partner-to-Partner Program Is Disrupting How Technology Companies Are Leveraging the Power of Ecosystems to Grow Their Business, Acquire New Customers, and Gain Competitive Advantage.”

It’s a mouthful, no doubt, but Sinha and Rippey provided some great insights into, first, how WorkSpan uses its Ecosystem Cloud product to help alliance managers, channel partners—really anyone who puts partners together and seeks to manage and keep track of a multipartner ecosystem—both collaborate better and gain greater visibility into the tasks, activities, processes, pipelines, workflows, etc., that are creating value.

Sinha noted that traditionally, “a lot of partnering is meeting people.” Current conditions certainly make that challenging—our Summit being no exception—but he said that with Ecosystem Cloud, remote work becomes more possible and effective and “we can scale even in COVID times.” In addition, as partnerships become more multi-way and complex, these tools become even more necessary. “It’s shifting toward an ecosystem,” he said. “It’s multipartner.”

Among the major partners in this ecosystem is Microsoft, which is where Rippey comes in. As Microsoft has shifted over the years from selling products to selling more solution-based offerings, it has also shifted from an emphasis on individual partnerships—or “pick a partner to work with the customer,” as he said—to more collaborative solution creation and selling arrangements involving multiple partners.

Microsoft realized that it needed to encourage partner-to-partner—or P2P—collaboration in order to push the company forward and grow the ecosystem. It needed to “embrace multiparty conversations,” in Rippey’s words. “In some cases Microsoft just gets out of the way. It really puts the partners at the center of the conversation.” In other cases, Microsoft comes back to the table as needed, but either way, he said, “This puts the partner in the lead.”

When a new solution is discussed, the first question is, “Did somebody already build this?” In that case those partners can be pulled in to tailor the solution to the new end customer in mind. Otherwise, “is this an opportunity,” Rippey said, to design something new?

He noted that while Microsoft doesn’t always have to lead these discussions, they seem to be fruitful in any case, and the P2P program has led to “exponential growth.” Some of its new capabilities will be “lighting up for our partners next year,” he said. “It is Microsoft’s joy to see those partners succeed, [often] without needing our help.”

New Thinking at the New Breakfast Table

This does not come without new thinking, or at times “uncomfortable” negotiations or conversations, Rippey admitted. But he said it forces a large enterprise like Microsoft to be “putting [our] startup hat on again” and to get out and “hustle at all tiers of the ecosystem.” As is often the case in the IT world, some of Microsoft’s competitors are also involved, because “we’re better together.”

And while the P2P platform—just like a social media site—is in need of “moderation,” as Sinha put it, so that there are rules and community norms and some structure, it’s also important to be fairly straightforward about your company’s needs, capabilities, and interests.

“A negotiation is designed to be uncomfortable,” Rippey said. “Be up front, be blunt about what you need, and be OK to say, ‘It looks like we’re misaligned here.’”

Both Sinha and Rippey commented on the need for speed, agility, and flexibility in working with partners, especially in the current pandemic conditions.

“The nature of collaboration has always been getting together to do things,” Sinha said. “Getting together in a room, in each other’s offices, to do joint business planning. Now we have to do more remote collaboration.”

Rippey noted that Microsoft itself had to transition its usual annual “show” from in-person in Las Vegas to virtual this year, which he said was “incredibly hard to do.” But, he added, “It’s not about the show, it’s about the conversations in the hallways. You walk into breakfast and you have nothing, but you sit down next to someone and you walk out of breakfast and you have something—a connection, a business card. It’s really hard to do digitally, and you can’t do it without a platform. We’re providing that new breakfast table.”

Here’s hoping we can all meet again before long over breakfast, lunch, dinner, or a beverage to share insights and stories and to make connections. But until that time, it’s nice to know that we can meet virtually as members of the ASAP community and still get the benefits of sharing all the great wisdom, information, and learning that so many have been able to contribute.

Tags:  aligning  Alliance Management  Amit Sinha  Andrew Yeomans  Biopharma  Brooke Paige  channel  cloud  Commercial  Dan Rippey  David S. Thompson  ecosystem  Eli Lilly and Company  Influencers  Jan Twombly  Larry Walsh  Microsoft  Referral Partners  The 2112 Group  The Rhythm of Business  UCB  WorkSpan 

Share |
PermalinkComments (0)
 

Helping Partners Succeed—So That You and Your Customers Do, Too

Posted By Michael J. Burke, Thursday, June 25, 2020

In an increasingly digital world, how do you create business models that help your company succeed while ensuring that your partners reap the benefits as well?

It’s a question faced by many companies today—not just in technology—and it’s one that is top of mind for Carl DCosta, worldwide vice president and general manager of partner success for Blue Yonder (formerly JDA Software), which provides software and solutions focused on supply chains.

After all, “partner success” is right there in his title.

Building a Partner-Based Model

DCosta’s keynote presentation, “Foundation for Partner Success in the Digital World,” on Wednesday, June 24, 2020, the second day of ASAP’s virtual Global Alliance Summit, looked at how Blue Yonder has approached this question, largely by seeking to understand who their partners are, what their capabilities are, how to attract and recruit new partners, and how to make sure that value is created throughout the ecosystem and flows in multiple directions.

A tech-industry veteran with years of experience, first at HP and then at Oracle, DCosta arrived at Blue Yonder in late 2019 and was given a mandate: build out the company’s channel and partner business. This meant “working more with partners and leveraging the ecosystem,” DCosta said, as well as operating from a “more partner-based model.”

In service of this goal, DCosta divided Blue Yonder’s partners into three types: development partners, who extend solutions; selling partners, who give the company more reach; and delivery partners, who deploy and deliver products and augment Blue Yonder’s expertise.

Each of these partner types needed something different to both attract and enable them.

Needs, Leads, and Sandboxes

The development partners—largely independent software vendors, or ISVs—wanted free licenses and access to technology, OEM (original equipment manufacturer) agreements, and their own “sandboxes” to play in, in the cloud. They benefited from this arrangement by getting high margins with product IP, while Blue Yonder got an end-to-end solution offering.

Selling partners—business or systems integrators (BIs/SIs)—wanted referrals, resell agreements, and co-sell fees and agreements, and thereby they received resale revenue and margin while Blue Yonder got incremental leads, more products, and more users.

Finally, the delivery partners—again, BIs and SIs—wanted enablement and training as accredited technical consultants, as well as branding. Their reward was increased margins for their services business, while Blue Yonder saw their end of the deal as leading to greater customer success.

DCosta noted that unlike in “the old days of reselling,” often companies are more diversified now and may play more than one role—perhaps even all three. Thus it’s important to understand your partners’ capabilities and what they bring to the table—and what you do, too.

Another key point is removing barriers to working together, as much as possible. “We need to be easy to do business with,” DCosta acknowledged. “To be more consumerish, with one click. We want to make it easy technically and commercially to join that journey with us and for us to support [partners]. We’ve got to get better at this.”

Partner Programs Bearing Fruit

So far, DCosta said that the partner programs, processes, and metrics he has worked to implement have been helping in that regard, though he cautioned that it can take a few years for any such effort to truly bear fruit. What’s also important, he said, is to be clear about the nature of the opportunity and to measure the value created thereby—no matter whether the partner is purely transactional, directly pouring revenue into the coffers, or more of an influencer who is bringing in leads.

“What does a win or success mean for each?” he said. “What are you getting out of it, what are we getting out of it? Whatever the win-win is, I encourage you to have a common scorecard.”

Another recommendation DCosta gave was to try to “eliminate channel conflict” and “compensate both the partner and your sales force so they both benefit customers.” He added that sometimes there needs to be more exclusivity in certain geographic regions such as Russia or Latin America, but barring that, he urged compensating and encouraging everyone involved and avoiding what he called the “macho element of human beings: ‘I did the deal and the partner didn’t. I’m better,’ regardless of the compensation. But by and large, if both are mature enough to see the customer as the primary beneficiary that we need to optimize for, then we allow the customer to choose how they procure, and we compensate the partner—especially as the lead—even if the transaction happened through the vendor. Those policies are quite critical to making sure you don’t end up with conflict and you end up with cooperation,” he said.

Not Fade Away: The Future of the Channel

Asked the perennial question about the “death of the channel” and whether the indirect tech sales channel would be wholly replaced by ecosystems, DCosta’s answer was interesting.

“It’s a tough one,” he admitted. “If you mean ecosystems may not resell, and channel by definition equals resell, I do think the dynamics will change. At least in the technology world, ecosystems—or marketplaces if you will—already with a Salesforce or a Microsoft or Oracle seem to be an alternative way to transact from traditional channels or channel players. But everything is a continuum. Some technologies lend themselves to ecosystems better and easier than channels, so I don’t see this as either/or. There certainly is a big shift in the software industry going more toward an ecosystem/marketplace world where the transaction happens more directly.

“But even in that, there’s roles for partners, and especially partners that work across multiple ecosystems—cloud of clouds, as they call it—so there’s plenty of roles for partners and channels to play across multiple ecosystems. It clearly is a trend, but I don’t believe it’s a binary thing where it’ll flip one day and the channels will go away or anything like that. I think there’s a place for both.”

Tags:  Blue Yonder  business or systems integrators (BIs/SIs)  Carl DCosta  channel  cloud  ecosystem  end-to-end solution  OEM  partner programs  Partner-Based Model  partners 

Share |
PermalinkComments (0)
 

Partnering Superheroes | Who Better to Combine Collaborative Leadership Skills with Strategic Vision and Ride Them All the Way to the C-Suite?

Posted By Mike Leonetti, CSAP, Friday, April 17, 2020

Superhero movies are definitely, as the kids say, “a thing.” They’re fun and exciting, a great way to liven up a long winter night. But do superheroes really exist, and could they have any relevance for us in terms of business strategy? I didn’t think so, but recently I was part of three conversations that changed my mind.

 

First, I spoke with Elizabeth Gazda, CEO of Embr Labs, in anticipation of her upcoming Leadership Forum talk at the ASAP Global Alliance Summit. Embr Labs makes a wearable bracelet that can raise or lower your skin temperature to help with stress reduction and anxiety and improve sleep and focus. Before joining Embr, Liz cofounded a fintech and a music technology startup, and worked at some of Boston’s first “unicorns,” like ATG and m-Qube.

 

Liz made the point that the collaborative leadership and critical thinking skills needed in the C-suite are very close to those of the alliance management competency profile. Liz believes partnering “superheroes” can and should be showcased in their organizations as potential future CEOs. In her view, alliance management is the perfect preparation for executive leadership, especially as more and more companies undergo digital transformation via partnerships and seek to nurture and reward collaborative entrepreneurial excellence.

 

A second conversation took place in early February in Boston, at an ASAP New England chapter meeting whose theme was “Taking the Next Step: Critical Skills for Aspiring Alliance Executives and Organizational Leaders.” Moderated by Mai-Tal Kennedy of Vantage Partners, the discussion featured panelists Lou Shipley, former CEO of Black Duck Software and a lecturer at Harvard Business School and MIT; Christine Carberry, CSAP, board member at the UNH Entrepreneurship Center; and Andrew Hirsch, CFO and head of corporate development for Agios Pharmaceuticals.

 

All of them highlighted both the difficult job alliance managers have and its relevance for future career success. Lou in particular noted the number of alliance management “superstars” at his previous organization, including one who combined the roles of alliance management, business development, and investment banking expertise—superhero skills indeed. This individual directed the ultimate spinoff of the company and saved it close to $10 million. How’s that for adding value?

 

The third conversation was Jay McBain’s January 30 ASAP webinar, “Top 10 Channel and Alliances Predictions for 2020.” This presentation, an outgrowth of Jay’s influential research for Forrester, highlighted key trends affecting not only the tech world but most industries, as nearly every company, he says, is fast becoming a technology company. (See our cover story in Strategic Alliance Quarterly on ecosystems, for more of Jay’s and other experts’ timely insights and analysis of this exploding phenomenon.)

 

Among these trends is what Jay calls the “trifurcation” of the IT indirect sales channel into an influencer channel, the familiar transactional channel, and a retention channel. He noted too that with such heavyweights as Microsoft and Salesforce bringing hundreds or thousands of new partners into their ecosystems every month, a great partner experience is quickly becoming as important as a great customer experience when companies look strategically to their future.

 

With this heightened awareness of the interrelated issues of customer and partner experience—especially the complex retention phase—how are we going to manage all these relationships and ecosystems? What sort of superheroes will be needed to lead behemoths like Microsoft, Google, Salesforce, IBM, and others into the partnering-everywhere world?

 

I think you know the answer. Who better than alliance professionals? As Jay said, they’re the ones with the right résumé to be ecosystem managers and orchestrators—not only in IT, but in biopharma, manufacturing, consumer goods, and across industries. These partnering specialists, collaboration leaders, and strategic visionaries have the capabilities, the skills, and the superhero savvy to get it done—the same attributes that make them ideal candidates for the C-suite.

 

So what’s holding us back? Despite an abundance of evidence, not enough companies have grasped the full implications. I see many organizations focused on the transaction—and not applying partnering best practice in the retention phase of sales partnerships. As Jay argues, some of them—even among the Fortune 500—will end up losers, sticking their heads in the sand and refusing to adapt to an oncoming future where customer satisfaction is increasingly delivered through a great partner experience (Px).

 

Alliance professionals can make Px a reality right now. The lessons of past partnership failures should be enough to rally today’s C-suite leaders to seek success in the massive partnerships their organizations will undertake. In addition, organizations must begin grooming their best alliance managers for the C-suite and other positions of leadership in the future—even as they’re employing them for partner and customer retention in the present. We have the tools, the skills, and the people to get the job done; what’s needed is a true focus and consensus that partnerships are difficult and require best practices and trained professionals to make them successful. That and a hardy band of partnering superheroes—with or without the cape.

Tags:  alliance professionals  Black Duck Software  Christine Carberry  collaborative leaders  c-Suite  ecosystem  Elizabeth Gazda  Embr Labs  Google  Harvard Business School  IBM  Jay McBain  Lou Shipley  Mai-Tal Kennedy  Microsoft  MIT  partnerships  Salesforce  UNH Entrepreneurship Cen  Vantage Partners 

Share |
PermalinkComments (0)
 
Page 1 of 7
1  |  2  |  3  |  4  |  5  |  6  |  7
For more information email us at info@strategic-alliances.org or call +1-781-562-1630