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Five Ways to SCORE Big When Overcoming Obstacles and Conflict in Alliance Relationships (Part Two)

Posted By Cynthia B. Hanson, Thursday, April 12, 2018
Updated: Wednesday, April 11, 2018

Part One of this blog post covers how Candido Arreche, CA-AM, global director of portfolio & partner management at Xerox Worldwide Alliances, explained Xerox’s SCORE framework for improving alliance relationships in his 2018 ASAP Global Alliance Summit workshop “Onboarding Your Partner: Understanding How to Design a Partnership that Works.” Xerox adopted the framework to help overcome and make sense of cultural and relationship challenges in alliances, he explained. The template has five important plateaus:

  • Select: (target the right partners)
  • Connect (implement business and personal drivers)
  • Onboarding (create a very structured, easy onboarding process)
  • Revenue (take on and understand the sales)
  • Execute (be on task; take what doesn’t work and make it work)

Part Two of this blog post continues Arreche’s description of how the framework works through implementation.

Most alliance relationships hit a snag. The SCORE tool alerts us when a rough point is coming, Arreche explained. Before Xerox implemented this tool, the company’s partner success rate was a dismal 30 percent. Now it’s over 70 percent, he added. Alliance professionals in large organizations sometimes become enamored with building complex tools. What we really need is something like the SCORE model to focus on the process. It’s simple to use with clear standards. Our tools are typically one-sheeters outlining the steps an alliance manager needs to take and understand what we do every day, he said.

It should be leveraged to everybody working in the alliance. It’s all about continuous improvement with all relationships in the alliance: “SCORE creates a common language that gives alliance partners an easy ways to adapt their course,” he said.

You can ask useful questions with each step of SCORE. Take Select, for example: How do you know how to select the right alliance partner? Then there is Connect, which is probably the most important step. At Xerox, for example, we want our alliance and channel managers asking questions about matching business and personal drivers, Arreche explained. You can ask questions about misaligned objectives—from building a strategy session to building a joint business plan to key performance indicators and metrics. There are two types of drivers in any relationship. Business drivers, which are about the goals for being together, and personal drivers. What are the personal drivers, and how do you understand what’s important to Nathan and what important to me? How do you build trust and make sure the end goals are aligned? Which raises the question of Onboarding. If Nathan is new in the company, what are his drivers? He wants to make this work. He wants to show he has room for promotion and ascending in the company and that his new hire was a good idea. He wants to create brand awareness in his organization. How do you uncover his personal drivers in a fast, easy, simple way to get alignment with both parties? It’s important to set business and personal drivers to get commitment and maximize Revenue. “What’s tough is Execution. How are you going to make it work? What performance measures do we have? What is the timeline for execution?”

When you have SCORE for enhancing communication by designing and asking key questions, you improve relationships, which makes it easier to create and align strategy, he concluded. 

Tags:  alliance relationships  alliances  business driver  Candido Arreche  collaboration  Conflict in Alliance Relationships  connect  Cultural combinations  execute  onboarding  partner management  partners  revenue  SCORE  Select  Xerox Worldwide Alliances 

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Five Ways to SCORE Big When Overcoming Obstacles and Conflict in Alliance Relationships (Part One)

Posted By Cynthia B. Hanson, Wednesday, April 11, 2018

“Every partnership is bringing two cultures together,” explained Candido Arreche, CA-AM, global director of portfolio & partner management at Xerox Worldwide Alliances. He was reminding the audience at his workshop “Onboarding Your Partner: Understanding How to Design a Partnership that Works” about the challenges associated with cultural mergers. The energized presentation recently took place at the 2018 ASAP Global Alliance Summit,  “Propelling Partnering for the On-Demand World: New Perspectives + Proven Practices for Collaborative Business,” in Fort Lauderdale, Florida, USA.

Cultural combinations can be potentially explosive or provide pressure that can act as catalysts for progress and innovation. How you manage them will make the difference in the outcome. Alliances are all about relationships among people, he pointed out, while recalling a trade magazine article that stated that 80 percent of marital relationships are in divorce, separation, or undergoing counseling. In the world of alliances, 50 to 70 percent are in jeopardy. “If we are going to spend time and money to run alliances, we want to make sure they execute,” said the Six Sigma Black Belt.

He then illustrated an emergency landing to drive home his point: US Airways Captain Chesley Burnett “Sully” Sullenberger III’s historic landing on the Hudson River in 2009. The “miraculous” touchdown took place when both engines failed after a run-in with a flock of Canada geese shortly after takeoff.  Sully’s quick thinking under pressure resulted in a hair-raising yet smoothly executed landing that saved all 155 passengers on board.

“How do we execute a landing on a body of water where all passengers survive, which has never been done before?” Arreche then asked. “What was going on? What was going through the pilot’s mind? And how did he execute on it? He was communicating with the airport control tower while under a lot of pressure trying to do what was best for the passengers.”

Sully made great decisions based on three fundamentals that pilots follow, which are similar to how we build frameworks, he purported.

  • They have to aviate—they need to get from point A to point B and keep the plane in the air.
  • They have to navigate—the pilot needs to know the parameters and where he is going.
  • They have to communicate—they need to know how to work the tools to communicate.

Sometimes when we are under severe pressure in our relationships, we seem to not perform. But we need to keep our lives and the alliance going and navigate through the challenges. We need to figure out how to move quickly and overcome resistance, he said. Several years ago, Xerox adopted a framework called SCORE to help overcome and make sense of what’s happening with these types of challenges, he explained. The template has five important plateaus:

  • Select: (target the right partners)
  • Connect (implement business and personal drivers)
  • Onboarding (create a very structured, easy onboarding process)
  • Revenue (take on and understand the sales)
  • Execute (be on task; take what doesn’t work and make it work)

For an explanation of how SCORE can be used to enhance communication and seamless execution in your alliances, see Part II of this blog post. 

Tags:  alliances  business driver  Candido Arreche  collaboration  Conflict in Alliance Relationships  connect  Cultural combinations  execute  onboarding  partner management  partners  revenue  SCORE  Select  Xerox Worldwide Alliances 

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What’s Brewing in the 2016 Biopharma Conference Beaker? | Part 2

Posted By Cynthia B. Hanson, Wednesday, July 20, 2016
Updated: Tuesday, July 19, 2016

In a recent interview, ASAP CEO Mike Leonetti, CSAP, provided a sampling of what’s to come at the 2016 ASAP BioPharma Conference. He offered insights into the changing landscape for partnerships and how alliance managers and others need to adapt, as well as a preview of speakers and cutting edge sessions and workshops. 

What about ASAP? What’s brewing in the beaker and will be shared at the conference?

We will be unveiling, and introducing the author of, ASAP’s new study “The Economics of Alliances, Social Capital, and Alliance Performance,” which is scheduled for release after the conference as ASAP’s 6th State of Alliances study. You can read a preview of the study and view some of the research data in the upcoming Summer Strategic Alliance Magazine. Dr. Shawn Wilson, the author, has worked with ASAP to provide financial and economic return on investment (ROI) analytics that are a direct outcome of alliance/partnership management excellence.

What are some of the cutting edge, not-to-be-missed sessions you recommend?

While every session is going to be fantastic, the session that discusses digital or tech partnering capabilities, “New Partnerships between High Tech and BioPharma and the Alliance Management Practices to Support Them,” led by Russ Buchanan, CSAP, head of corporate alliances, Xerox Corporation, and “New Partnerships Between High Tech and BioPharma and the Alliance Management Practices to Support Them,” facilitated by Donna Peek, CSAP, director, partner enablement & operations at SAS Institute, will be timely. The unveiling of ASAP’s research and “Applying the Latest Alliance Management Research to Your Partnering Practice,” by Shawn Wilson, in conjunction with Stuart Kliman, CA-AM, who is presenting Vantage Partners’ research findings, should not be missed.  I think the sessions on “Strategic Perspectives on a Partnership's First 100 Days” offer a new twist on partnering with new players. Another session on partnering in China addresses the crucial need to understand and learn about that country, “A New Model for Western and Chinese Pharmaceutical Partnering,” by Brent Harvey, CA-AM, director, alliance management at Eli Lilly and Company.

Every year ASAP provides workshops for the alliance management toolbox. What’s new in the box this year?

There are several fantastic “Tools and Techniques” pre-conference workshops, the CA-AM and CSAP prep workshops, the Eli Lilly and Company “Alliance Management, Tools and Techniques, “ which never fails to draw rave reviews, as well as one from Candido Arreche, CA-AM, global director of portfolio & partner management, six sigma black belt at Xerox Worldwide Alliances, on “How to Resolve Conflict in Your Alliance.” New to ASAP is the workshop “Next Generation Alliance Management, Lean and Agile,” facilitated by Lynda McDermott, CA-AM, president of Equipro International, and Annick De Swaef, CSAP, president of Consensa, which will preview ASAP’s new corporate alliance management and certification program designed to offer a customized workshop for a company wishing to quickly add to its partnership capability and value creation.

To view the program and download brochure information, go to www. asapweb.org/biopharma.

Tags:  Alliance Management  Annick DeSwaef  Brent Harvey  Candido Arreche  certification  Consensa  digital  Donna Peek  Dr. Shawn Wilson  Eli Lilly and Company  Equipro International  Lynda McDermott  partnership  Russ Buchanan  SAS  Stuart Kliman  Vantage Partners  Xerox Worldwide Alliances 

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