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Supreme Allies: ASAP Unveils 2020 Alliance Excellence Award Finalists

Posted By Jon Lavietes, Wednesday, January 15, 2020

It is that time of year again. ASAP has revealed its list of Alliance Excellence Award finalists for 2020. Like previous winners before them, this year’s nominees created innovative products, threw lifelines to citizens in need all around the world, increased company profits, got us closer to game-changing cancer drugs, and improved the internal function of individual alliances and alliance management practices.

“Each year, we find the companies that use the most fundamental tenets of alliance management to get powerful results from their collaborations, all the while tailoring these principles as necessary to fit an ever-changing business landscape,” said Ard-Pieter de Man, CSAP, PhD, Vrije Universiteit Amsterdam, who oversaw the evaluation and selection of submissions. “This year’s nominees are no different. Everyone in the alliance management community will learn a great deal from how these organizations achieved such amazing outcomes in 2019.”

Contenders will be vying for awards in the following four categories: 1) Alliance for Corporate Social Responsibility, 2) Alliance Program Excellence, 3) Individual Alliance Excellence, and 4) Innovative Best Alliance Practice. (ASAP’s web site breaks down the criteria for each of these areas.)

Here is an overview of our finalists’ stories:

Alliance for Corporate Social Responsibility

  • Banistmo – The largest bank in Panama teamed with Reciclar Paga, an organization that collects and recycles materials, to open “ecological ATMs” all over the country where citizens automatically receive credit in their Nequi Panamá accounts when they deposit plastic bottles, cans, and other recyclables. (Nequi Panamá is Banistmo's digital financial platform.)  
  • Ericsson – This telecommunications giant provided the foundation for the United Nations World Food Programme’s (WFP) Emergency Telecommunications Cluster (ETC), which established and maintained voice and data connectivity in the aftermath of natural disasters. Hundreds of employee volunteers have been trained and deployed all over the world, supporting over 40 humanitarian relief efforts in 30 countries.
  • International SOS – The global medical and security services company partnered with wellness company Workplace Options to deliver comprehensive physical, mental, and emotional well-being services to expatriates, traveling students, and businesspeople worldwide. This partnership shows how the combination of industry-leading expertise from different organizations can support people in need.
  • Protiviti – Protiviti teamed with nonprofit organizations Feeding Children Everywhere and Rise Against Hunger to deliver millions of meals to hungry families around the world.  An open, flexible partnering model has enabled Protiviti to work with numerous partners across multiple locations worldwide.
  • SAS Institute – SAS’s ecosystem hosted the annual Nordic Hackathon, which aims to use “data for good.” Hackathon participants have created solutions that help doctors detect and treat heart failure, consumers make climate-friendly food choices, and war refugees find their families, among other use cases. The Hackathon is an integral part of SAS’s partnering program.

Alliance Program Excellence

  • Cancer Research UK (CRUK) – A global nonprofit institution established its inaugural alliance management function to provide strategic oversight and best-in-class practices to its large-scale strategic drug discovery collaborations and cofunded platform technology relationships. The alliance program is unique in the way it connects CRUK’s extensive network of academic researchers to biotech and pharmaceutical companies.
  • Blue Yonder – In response to increasing customer demand for cloud solutions, Blue Yonder revamped its Partner Advantage Program to include a prescriptive learning–based Partner Academy, two new partner-ready cloud environments, a Solutions Marketplace, and a Partner Locator, a searchable lead-generation engine for end users, among other features.
  • Merck KGaA, Darmstadt, Germany ­– The pharma stalwart implemented a state-of-the-art performance management program for alliances including innovative metrics for decision making and benchmarking with competitors.  KPIs are tracked on a quarterly basis. Analysis of these KPIs quarter to quarter enables continuous improvement of the alliance management function.

Individual Alliance Excellence

  • Banistmo and Sodexo – The companies combined the former’s Nequi Panamá digital banking platform with Sodexo’s Vale Panamá voucher system to create e-vale, a tool that enabled business and public agencies to provide bonuses and incentives to employees. The alliance also succeeded in building an ecosystem around this product.
  • Cancer Research UK (CRUK) and Celgene – CRUK and Celgene formed an alliance centered on research into multiple cancer-associated proteins across diverse cancer types. The alliance was structured according to ASAP best practices and implemented a mechanism for CRUK to independently engage with its academic network and make flexible spending decisions.
  • Genpact and Deloitte Genpact’s collaboration with Deloitte featured a comprehensive mix of traditional alliance best practices and modern innovative tools, such as “social capital” and “Evangelists,” people with experiences at both firms whose primary role is to help drive the connection between the respective teams. 
  • Ipsen and Debiopharm – With their contract coming to an end in 2018, Ipsen and Debiopharm rebooted and revamped their 35-year-old alliance. The partners have shown an exemplary ability to reinvent their alliance. The reset resulted in a new partnership model and a new contract for the next 15 years of partnership.

 Innovative Best Alliance Practice

  • Alcon – The company’s Trinity partner relationship management system helped streamline the reporting, governance, analytics, and communication related to alliances that impact the organization’s business development and licensing (BD&L) group. The system enhanced compliance with alliance agreements and improved alliance management.
  • Citrix (Coopetition Guidance) – With its strategic allies acquiring competitors, Citrix created guidelines for transitioning away from partners-turned-rivals. The tool is publicly available and provides a step-by-step blueprint to develop a response strategy when a partner becomes a competitor.
  • Citrix (RFSA) – The virtualization giant’s Request for Strategic Alliances Engagement (RFSA) program aligned the engineering, product management, marketing, and alliance management functions so that the company could evaluate and respond to proposed initiatives from partners significantly faster.
  • PTC – The company cobranded a series of Digital Centers of Excellence (CoE) where partners can demo Internet of Things (IoT), Augmented Reality (AR), and Product Lifecycle Management (PLM) solutions to customers and prospects. This program had a significant effect on top-line growth.

“Every profession distinguishes its top performers, and ASAP is proud to do the honors for the crème de la crème in alliance management,” said Michael Leonetti, CSAP, president and CEO of ASAP. “With more and more organizations submitting for these honors, there is mounting evidence that organizations of all kinds see the Alliance Excellence Awards as a means to validating their standing as innovators.”

The winners will be announced on Tues., March 17 at the ASAP Global Alliance Summit in Tampa, Fla.  

Tags:  alliance  alliance management  Banistmo  Blue Yonder  Cancer Research UK  Celgen  Darmstadt  Debiopharm  Deloitte  ecosystem  Ericsson  Genpact  Germany  International SOS  Ipsen  Merck KGaA  Nequi Panamá  partnering model  partnering program  partners  partnership  Protiviti  SAS Institute  Sodexo 

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Transform or Risk Extinction (Part Two): Recognizing Value in Multiple Engagement Models

Posted By Cynthia B. Hanson, Tuesday, May 22, 2018
Updated: Sunday, May 20, 2018

This is the second of two blogs continuing my April 2018 eSAM Plus article on “Architecting for Transformation: The Next Generation Partner Ecosystem,” the title of a lively conference session led by Russ Cobb, senior vice president, growth and business operations at SAS Institute, and Norma Watenpaugh, CSAP, founding principal, Phoenix Consulting Group. The two took the stage at the A2018 ASAP Global Alliance Summit, “Propelling Partnering for the On-Demand World: New Perspectives + Proven Practices for Collaborative Business,”March 26-28, 2018, in Fort Lauderdale, Florida, USA. The drivers of seismic changes in channel partnering, Cobb and Watenpaugh explain explained, are the convergence of SMAC (social media, mobile computing, analytics, and cloud technology), the change in technology consumption, the rise of digital transformation (DX), and the Internet of Things (IoT).

Part One of this blog post concluded on Watenpaugh’s comment, “There are no simple partner models anymore. They are adopting complex, multi-faceted business models where they do all of the above.” So how to recognize value across multiple engagement models?

Watenpaugh: Companies need to recognize value across multiple engagement models in the following ways:

  • Partner programs are evolving to recognize the breadth of contribution from partners across a blended business model.
  • Incentives shift to reward behavior and customer value.
  • Vendors can no longer subsidize profitability through rebates or discounts.
  • Recognizing value, investment, commitment, volume.

Cobb: SAS has a partner program that has a precious metals taxonomy as well. What we are trying to do is have more partners because of economics—if we can get a partner to look at different ways at engaging with SAS, such as the ability to resell SAS or engage in analytic services with a revenue-sharing agreement with SAS. We are really focused on economics because of customer behavior.  The more ways we can get engaged with you partner-wise, the more commitment you will get. The ROI will go up over time. One reason we get partners to do things with us is we create commitment over time.

Watenpaugh: The cloud strategy right now is evolving and emerging. We need a flexible view of what cloud means. We need to transition to a service model. How can we help our customers fit into third-party cloud environments? We’ve got to figure out how to meet our customers where their need might be. There is a complexity of applications. No one can do it alone, so we are seeing more partner-to-partner. There are so many specializations. No company has it all. It’s becoming more and more important to get from a pick list to what skills are needed to deliver.

Some people think it needs to be more like a blockchain model. That involves the challenge of finding new partners and finding how to engage to meet the needs of customers. Infrastructure companies are challenged, and finding the right value and provision in the cloud is really a challenge.

Russ: This all comes down to if you are a channel or IT partner, what is your unique value proposition? You need a very crisp value proposition. So what is the road ahead in ecosystem evolution?

  • Industry trends in cloud, digital transformation, and IoT are driving disruption and opportunity in the market
  • Non-traditional partners offering access to the line of business
  • Vendors will be required to think more holistically about the capabilities of the partner ecosystem
  • Vendors must create relevance to business outcomes or become commodities
  • Creating a compelling partner experience

Check out Part One of this blog post as well as the May 2018 issue of eSAM Plus for other topics addressed in Watenpaugh and Cobb’s session as well as ASAP Media’s coverage of other sessions at the 2018 ASAP Global Alliance Summit. 

Tags:  blockchain  business models  channel partnering  channel partners  Cloud  complex partnering  digital transformation  IoT  Norma Watenpaugh  partner ecosystem  partner models  Phoenix Consulting Group  Russ Cobb  SAS Institute  SMAC  value propositions  vendors 

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Transform or Risk Extinction (Part One): ‘Become the Yoda to Our Channel Partners’

Posted By Cynthia B. Hanson, Monday, May 21, 2018
Updated: Sunday, May 20, 2018

This is the first of two blogs continuing my April 2018 eSAM Plus article on “Architecting for Transformation: The Next Generation Partner Ecosystem,” the title of a lively conference session led by Russ Cobb, senior vice president, growth and business operations at SAS Institute, and Norma Watenpaugh, CSAP, founding principal, Phoenix Consulting Group. The two took the stage at the 2018 ASAP Global Alliance Summit, “Propelling Partnering for the On-Demand World: New Perspectives + Proven Practices for Collaborative Business,” March 26-28, 2018, in Fort Lauderdale, Florida, USA. Cobb and Watenpaugh provided a frank tutorial on seismic changes in channel partnering. The drivers, they explained, are the convergence of SMAC (social media, mobile computing, analytics, and cloud technology), the change in technology consumption, the rise of digital transformation (DX), and the Internet of Things (IoT).

Watenpaugh: We need to become the Yoda to our channel partners. They need our support in areas like: how to sell to the line of business, the C-level, how these products integrate together to make a solution. The ability to manage the customer experience is going to be primary. I don’t think we’ve gotten it mastered. To enable our partners, we need to know that:

  • The trusted advisors role requires in-depth knowledge of customers’ businesses
  • The ability to manage the customer experience is key
  • Digital transformation and IoT require a more verticalized approach and expertise

Russ: I agree. This is an area where we need to put the greatest emphasis. IT is a commodity, if you think of the tech itself; you cannot create a lasting competitive advantage simply on IT advancement. This was going on almost a decade ago. The tech is going to get quicker and quicker. We are a company that is very proud of our products. We build lots of different products and product market segments. You need to ask, what unique value propositions do you have that are relevant to your customer? If you are not there, you are not going to win these conversations over time because you will not be able to provide the most value.

IoT, in particular, is very specific to your customer. We had some false starts in IoT with our partners. Now, we are trying to determine at an industry level, what is the value proposition were going to provide? You have to get really concrete about what that is. You want to add value to them not only on a cost basis but also on an innovation basis.

Watenpaugh: There are no simple partner models anymore. They are adopting complex, multi-faceted business models where they do all of the above.

Check out the May 2018 issue of eSAM Plus for other topics addressed in Watenpaugh and Cobb’s session as well as ASAP Media’s coverage of other sessions at the 2018 ASAP Global Alliance Summit. Stay tuned for Part Two of this blog post, in which Watenpaugh and Cobb discuss how to find value in complex partnering business models.

Tags:  business models  channel partners  complex partnering  digital transformation  IoT  Norma Watenpaugh  partner models  Phoenix Consulting Group  Russ Cobb  SAS Institute  value propositions 

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2018 ASAP Global Alliance Summit To Provide New Business Perspectives and Proven Leadership Practices

Posted By John W. DeWitt and Cynthia Hansen, Tuesday, December 19, 2017

Some 50-plus seasoned alliance managers and business insiders to share their know-how and valuable content in the form of sessions, workshops, talks, and panel discussions from 35-plus leading companies, educational institutions, and consultancies

The Association of Strategic Alliance Professionals (ASAP), an international association dedicated to the leadership and practice of alliance management, partnering, and business collaboration, announced the theme for the 2018 Global Alliance Summit: “Propelling Partnering for the On-Demand World: New Perspectives + Proven Practices for Collaborative Business,” to be held March 26-28 in Fort Lauderdale, Florida, USA. The largest international management education opportunity of its kind, participants have access to the latest trends in the profession from a range of leading industry thought leaders providing groundbreaking talks, practical workshops, and cutting-edge sessions.

The 2018 Summit particularly emphasizes programming for veteran alliance mangers that focuses on how to apply leading edge practices and seasoned know- how at a time of considerable change with increasing multi-industry partnering. The thought leaders representing numerous industry verticals will include influential c-level and senior executives from Fortune 100 and 500 companies.

The Summit will provide a rich mix of:

  • Fifty-plus facilitators, speakers, and panelists representing 35-plus industry-leading companies, educational institutions, and consultancies
  • Twenty-eight education sessions and in-conference workshops
  • Ten-plus hours of business development and networking opportunities
  • Eight different in-conference tracks
  • Six pre-conference workshops
  • A biopharma leadership panel session
  • The renowned ASAP Alliance Excellence Awards ceremony
  • Ample networking opportunities and an engaging roundtable session

Strong international participation in past Summits has created a diverse, global, cross-cultural climate with 25 percent attendance from countries such as Australia, Belgium, Brazil, Canada, China, Denmark, Finland, France, Germany, India, Ireland, Italy, Japan, Mexico, Netherlands, New Zealand, Norway, Poland, Russia, Saudi Arabia, Singapore, Spain, Sweden, Switzerland, and the United Kingdom.

The Summit is offering intensive leadership-related pre-conference workshops Monday, March 26, on topics such as ASAP’s newly launched in-house TE-AM Training, another on overcoming obstacles and conflict, leveraging the new ISO 44001 Collaborative Business Relationship Management Standard, Game Theory in strategic decision making and negotiations, Alliance Management 201 as a follow-up to the 101 session, and CA-AM exam preparation.

The event will start off Tuesday, March 27, with a timely keynote address by tech insider Tim Minahan, senior vice president of business strategy and chief marketing officer at Citrix. A leader in global marketing strategy and operations, he is responsible for securely deliver the world's most important apps and data. A tech eclectic, Minahan has served in a broad range of business leadership roles at leading enterprise software, cloud, and services firms. He is particularly adept at defining new markets and positioning companies to own them. He previously spearheaded SAP's successful transition to the cloud as CMO of the company's cloud and line-of-business unit. He joined SAP when the company acquired Ariba, where he was Ariba’s global CMO and senior vice president of business network strategy where he led the commercial strategy for the Ariba Network, the world's largest and most global business network. He also oversaw the design and execution of go-to-market programs and marketing initiatives to fuel Ariba’s growth as a leading cloud company. 

Before the day’s close, attendees will be privy to the winners of the ASAP Alliance Excellence Awards, a big favorite as companies are honored for their alliance capabilities in specific categories. The Summit will also highlight four scheduled plenaries from top-level speakers: two from pharma companies, including Mark Noguchi, Roche’s VP and global head of alliances and asset management and Lucinda Warren, VP, business development, neuroscience at Johnson & Johnson Innovation; two from high tech companies, including Russ Cobb, global VP of alliances and channels at SAS and Wayne Usie, senior vice president & chief market development officer at JDA Software. The remainder of the Summit will include a wide variety of sessions in eight different tracks that are geared toward enhancing alliance performance, such as the life sciences, tech, and leadership. The Summit will be strongly weighted toward higher-level alliance education, such as how to think strategically and how to drive collaborative leadership throughout an organization. A new, particularly strong leadership panel session will be comprised of biopharma executives David Thompson, CA-AM, CAO at Eli Lilly and Company; Mark Noguchi, VP and global head of alliances and asset management at Roche; Casey Caperelli, head of alliance and integration management at Amgen; Nancy Griffin, CA-AM, VP of alliances with Novartis.

Attendees can expect to receive strong content from recurring Summit rainmakers, such as:

  • Ben Gomes-Casseres, CSAP, Brandeis University and author of Remix Strategy partnered with Greg McGahan, PwC deals partner and alliances/joint venture practice leader, in their session “Alliances in Corporate Development: Back to the Future?”  
  • Stuart Kliman, a partner and head of alliance management practice at Vantage Partners with “Realizing the Value of Non-Traditional Partnerships in Pharma/Biotech and Technology”
  • Jan Twombly, CSAP, president, The Rhythm of Business, and Jeff Shuman, CSAP, principal, The Rhythm of Business, and professor of management, Bentley University with “Joint Development of Complex Solutions Requires Extreme Partnering”  
  • Joe Schramm, vice president strategic alliances, BeyondTrust, and Morgan Wheaton, senior director, global partner alliances & channels, JDA Software with Partnering with Change in a World of Ongoing Disruption”
  • Dr. Ard-Pieter de Man, CSAP, School of Business and Economics, Vrije Universiteit Amsterdam with “Building Your Collaborative Business Model”

Additionally, a mix of sessions will be providing strategic perspectives and management insights in a range of industries, such as:

  • “Architecting for Transformation: The Next Generation Partner Ecosystem,” by Russ Cobb, global vice president alliances and channels, SAS Institute, and Norma Watenpaugh, CSAP, founding principal, Phoenix Consulting Group
  • “How to Optimize Value and Gracefully End Alliance Relationships,” by Jeff Hurley, CA-AM, alliance management director, Eli Lilly and Company, and Ron McRae, CSAP, director of alliance management, Janssen Biotech
  • “Alliance Management: A Growing, Enterprise-wide Activity,” by Karen Denton, CA-AM, alliance management director, BD&L alliance management, Bayer Pharmaceuticals, and Christoph Huwe, CA-AM, PhD, strategic alliance manager therapeutics, global external innovation & alliances, Bayer Pharmaceuticals
  • “Centralized vs. Decentralized Alliance Organizations: How to Survive and Thrive in Both Ecosystems!”, by Tony DeSpirito, CSAP, vice president/general manager of operation services, Schneider Electric, and Scott San Antonio, CA-AM, global director for IoT and edge compute alliances, Schneider Electric

This is a representative selection of what’s on the docket. For more information about the Summit keynote, agenda, sessions, workshops, and other programming, go to: http://asapsummit.org/.

Tags:  Amgen  Bayer  Casey Caperelli  Cindy Warren  Citrix  Eli Lilly and Company  Janssen Biotech  Jeff Hurley  Joe Schramm  Johnson and Johnson Innovation  Karen Denton  Mark Noguchi  Nancy Griffin  Novartis  Roche  Ron McRae  Russ Cobb  SAS Institute  Schneider Electric  Tim Minahan  Tony DeSpirito  Wayne Usie 

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A “Get Smart” Opportunity for Alliance Managers—ASAP Smart Cities Summit in Brussels to Improve Partnering Practices for Industries and Planners

Posted By Cynthia Hanson, Friday, May 1, 2015

In the last decade or so, we’ve incorporated Smartphones, cars, appliances, and other technologies into our daily lives. Now this technology and planning are merging at a mega-scale to create Smart Cities to form the best combinations of the smarts. Alliance managers have a mega-role in this trend, and the Association of Strategic Alliance Professionals has jumped on the bandwagon with a ASAP EU Smart Cities event, in Brussels, Belgium, June 12, at the Brussels44Center, where attendees will have the opportunity to learn how to create smart alliances from master planners and technology gurus to develop best alliances practices for the future.

Annick De Swaef of Consensa Consulting, president of the BeNeLux (Belgium, Netherlands, Luxembourg) Chapter of ASAP in Brussels, and an ASAP EPP (Education Partner Provider) (see Q1 2015, Strategic Alliance Magazine, “Europe’s Alliance Evangelist,” Pg. 34) is on the cusp of this trend as moderator and local co-organizer of the event. “The purpose of the Smart Cities event is to bring together a variety of professionals involved in designing and implementing Smart Cities project consortia, alliances, and eco-systems,” she says. “The event aims to assemble different industries—from engineering and construction to telecom and technology.”

For more information and registration, visit http://www.strategic-alliances.org/page/smartcities .

The first global ASAP EU Smart Cities event of its kind will be attended by both international and local participants, as well as representatives from both large and small enterprises. The Smart Cities committee decided to locate the global event in Brussels because it’s the capital of the European Union and the European Commission and European Parliament are located at the center. The metropolitan is also home for many European agencies directly involved in Smart Cities programs across Europe. 

The event promises to provide some of the best Smart Cities experts in the industry, such as British architect and urban designer Kelvin Campbell, chair of Smart Urbanism, an open-source urban research and development organization; Dr. Henriette van Eijl, policy coordinator of the Directorate of “Innovative and Sustainable Mobility” in the European Commission's Directorate-general for Mobility and Transport (MOVE); Kim Möric, a renowned legal advisor in European administrative and public law, partner at DLA Piper UK LLP, and Chairman of the nonprofit organization “PPP Wallonie-Bruxelles: réseau de competences” (PPP Network).  For the schedule of events, visit http://www.strategic-alliances.org/page/smartcities . 

The European Union has launched an ambitious Investment Plan for Europe, worth €315 billion, to encourage investment in strategic projects, such as ones aimed at developing Smart Cities, De Swaef explains. “Different economic and societal challenges need to be tackled urgently in the coming decade in Europe. In one form or another most of these challenges relate to leveraging the existing housing, transport, energy, and digital infrastructure into sustainable drivers for growth and welfare. For ASAP, it’s the right timing to intensify the promotion of the alliance management discipline as a tangible added value for companies to participate successfully in Smart Cities initiatives across Europe.” 

ASAP sponsored two Smart Cities events in the United States last year in conjunction with Schneider Electric through the New England and Southeast Chapters. The global Smart Cities event is sponsored by ARCADIS, SAS Institute, and Schneider Electric.

The cost to attend is €200 for ASAP Members, and €450 for non-members click here to register today. If non-members join ASAP BEFORE registering for the event they will save €250 on their event registration.  Join ASAP online by clicking here or call Lori Gold, Director of Member Services at +1 781.562-1630 ext. 203.

Tags:  Alliance Management  alliance practices  Annick De Swaef  ARCADIS  ASAP EU Smart Cities  Association of Strategic Alliance Professionals  Brussels44Center  European Commission  European Union  SAS Institute  Schneider Electric  smart alliances  smart cities 

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