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ASAP European Alliance Summit To Provide ‘Extensive Content’ to Expanding Number of Participants

Posted By Cynthia B. Hanson, Wednesday, November 2, 2016

What was just around the corner begins tomorrow, one of Europe’s most advanced educational business opportunities the 2016 ASAP European Alliance Summit. Held at London’s exquisite Royal Garden Hotel near Kensington Gardens, “The New Ecosystem for Partnerships” is being jointly sponsored by the Association of Strategic Alliance Professionals and Thought Leader Global.

The number of attending alliance managers and partnering practitioners is expected to double as compared to last year, providing ample opportunity to network. “This year’s ASAP European Alliance Summit is highly international and diverse with more than 100 participants confirmed so far,” said Ariann Ignati, operations manager at Thought Leader Global, which is known for arranging business media and events for senior management in multinational enterprises. “We have extensive content and presentations from the life sciences, IT, manufacturing, and many other industries,” including energy, smart cities, biopharma, engineering, chemical, and consumer goods.

An international contingent of around 30 progressive business thinkers from more than 15 countries will provide some of the most cutting edge information in their industries during two streams of programming. Presenters will cover the topics of cross-sector alliances, joint ventures, innovation, and ecosystem partnering; discuss in-house case studies; delve into the impact of the cloud, Internet of Things, and digital systems, among other topics. Session topics range from Google’s “An Alliance Built on Culture” to Facebook’s “New Partnership Models in a Digital Landscape,” Siemens Technology to Business’s “Innovation, Disruption and Partnerships within the Startup Ecosystem,” Ipsen’s “Developing an Onboarding Process for Alliances/Partnerships,” Janssen Business Development’s “Making your Alliance Global: Having a Global Approach for Managing Alliances,” and many more. Click here for an expanded list of of session and speaker information.

Sessions will be provided by heads of alliances and joint ventures, corporate partnering experts, and business development specialists, as well as alliance, JV, and partnership departments from companies such as IBM, Bayer, Facebook, Takeda, Philips, Johnson & Johnson, Cisco, Renault Nissan, Google, Deutsche Telekom, Unilever, GE Oil and Gas, Shell, DONG Energy, Sanofi, AstraZeneca, Syngenta, Huawei, Ericsson, Servier Monde, Janssen, Oracle, the Novo Nordisk Haemophilia Foundation, and New Generation Leader.

“It’s a critical time in alliance management as it adapts and grapples with the changing landscape of the emerging multi-industry ecosystem,” said Michael Leonetti, CSAP, president & CEO of ASAP. “This is an opportunity to jump in and hear from some of the biggest movers and shakers in their industries on how their companies are breaking from the pack to collaborate in innovative and adaptive ways as the Internet of Things impacts their partnering.”

Leonetti plans to attend the Summit, opening the event by making himself available to anyone interested in finding out how ASAP membership and best practices can enhance your business practices. Those who arrive early will have the opportunity to take the ASAP Certification of Achievement-Alliance Management (CA-AM) Prep Workshop on Wednesday, Nov. 2.

For more information and an expanded list of offerings, go to: http://www.strategic-alliances.org/?page=eurosummit

Tags:  2017 ASAP European Alliance Summit  alliance  alliance managers  cloud  cross-sector alliances  digital systems  Ecosystem  ecosystem partnering  innovation  Internet of Things  joint ventures  partnering  Partnerships  Thought Leader Global 

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Two Studies Provide Valuable Economic and Financial Metrics To Support Partnering and Revenues

Posted By Cynthia B. Hanson, Wednesday, September 14, 2016

ASAP unveiled a landmark alliance management study to a packed room at the Revere Hotel in Boston, a block from the Boston Common, during the recent 2016 ASAP BioPharma Conference, “New Faces, Unexpected Places in Partnering: The Foresight to Lead, the Foundation to Succeed,” which took place Sept. 7-9. The session “Applying the Latest Alliance Management Research to Your Partnering Practice” introduced the ASAP-commissioned 6th State of Alliance study, “The Economics of Alliances, Social Capital, and Alliance Performance,” researched and authored by Dr. Shawn Wilson, DBA, vice president and general manager at Beaulieu Group. The report provides economic and financial metrics based on extensive research and data analysis. "What is so important about this report is that it's the first time alliance management studies have gathered defined economic or financial outcomes as well as provided recommendations for improvement,” pointed out Michael Leonetti, CSAP, CEO of the Association of Strategic Alliance Professionals, during the session introduction. The session also included a presentation by Stuart Kliman, CA-AM, co-founder of Vantage Partners, on his company’s 2015 study “Transcending Organizational Barriers—A Cross-Industry View of Alliance Management Trends and Challenges.” Part I of this blog focuses on Wilson’s key findings. 

If you attended the ASAP BioPharma Conference last week or in years past, chances are you’re working for a successful company that has great balance and capability sheets, as well as skilled managers supporting company alliances. If you’re only concerned about the visible firm profile, however, you may miss the iceberg below the surface—the more massive structural configurations, norms, meanings, and work systems. Those subsurface dynamics can be swirling with conflict, which is why Dr. Shawn Wilson of Beaulieu Group, one of the world’s largest floorcovering manufacturers, did a deep dive about a year ago with a three-stage study that included qualitative interviews, a pilot study, and quantitative study of social capital. The consultant, published author, and researcher affiliated with Georgia’s Kennesaw State University worked with ASAP to provide new financial and economic ROI analytics that reflect partnering best practices. The study is based on the finding of three distinct dimensions of social capital: structural, cognitive, and relational. 

Social capital is the aggregate informal resources available to an individual, group, or institution that is generated by positive interactions. It effectively facilitates interactions, acting as a catalyst for inter- and intra-organizational transactions. Wilson used the concept of social capital as a tool to explore the tougher dynamics between organizations—and the potential to alleviate organizational problems in transactions and other interactions. 

“Social capital can be a force that pulls firms together or pushes them away. The more those dimensions of social capital push firms away, the longer the bridge needs to become in an alliance,” observed Wilson. “One of the biggest challenges firms have is that they overestimate what spans the bridge.” He then begged the question: “Were we successful because of the unknown factors under the iceberg?” 

The audience was then asked to consider a strong relationship between two people. “That strong relational tie doesn’t mean there will be strong ties when the entire family gets together,” he pointed out.  Now consider the failed alliance between Tesla and Toyota, which started as a friendship between the two CEOs, he continued.  “The mismatch between the two firms was too much for the alliance to bear.” 

The second finding from the study is that “the right kind of experience counts,” he said. The data don’t show that social capital improves when relationships strengthen; when it comes to an alliance executive’s experience, it’s not about the tools brought in. It’s about how to measure up to a firm’s potential partnership through nuance, he added. 

The third finding? Companies with above-average social capital outperformed their peers. The financial measures were much higher when perceptual measures were met, such as satisfaction, the accomplishment of strategic objectives, and stability. 

Watch for Part II of our coverage on “Applying the Latest Alliance Management Research to Your Partnering Practice,” Stuart Kliman’s presentation of Vantage Partner’s study “Transcending Organizational Barriers—A Cross-Industry View of Alliance Management Trends and Challenges.” You can read more about ASAP’s 6th State of Alliances in the Summer 2016 Strategic Alliance Magazine.

Tags:  6th State of Alliance  alliance  alliance management  Beaulieu Group  Dr. Shawn Wilson  economic and financial metrics  economic ROI analytics  Michael Leonetti  partnering best practices  partnerships  perceptual measures  social capital  Stuart Kliman  Tesla  tools  Toyota  Vantage Partners 

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Sharing Insights and Successes at the 2017 Global Alliance Summit ASAP Issues Call for Topics and Presentations and Opens Nominations for 2017 Alliance Excellence Awards

Posted By Cynthia B. Hanson, Monday, August 29, 2016
Updated: Saturday, August 27, 2016

The ASAP Global Alliance Summit is a great place to learn, grow,  and network. It’s also a tremendous opportunity for your company and its workers to shine. Please pull up a chair at the programming table, brainstorm with us, and help ASAP create the world’s largest and most prestigious gathering of alliance executives. We’re asking you and your company to be part of our team and submit ideas to the Call for Topics & Presentations by September 15, 2016, the deadline for the 2017 ASAP Global Alliance Summit in San Diego, California, Feb. 28-March 2. If you have questions or comments about ASAP’s Call for Topics & Presentations, please visit our website at www.asapweb.org/cft 

While you’re at it, don’t forget to mark your calendars for the 2017 Global Alliance Summit to gain exclusive access to the most current models, methods, research, and practices, as well as metrics and tools in the part­nering and alliance management profession. Imbibe the latest developments and practices in the industry through powerful keynotes, presentations, and executive panels, as well as extensive networking opportunities.   


As the insider, you know what your company is up to behind the scenes. Maybe it needs to be made public and shared for others to emulate. It may be time for your company and colleagues to be recognized for exceptional alli­ance practices. Please consider submitting a nomination for the 2017 ASAP Alliance Excellence Awards, to be an­nounced at the 2017 ASAP Global Alliance Summit in San Diego. We want to hear about your successes
and so do others! Use the Quick Form for pre-screening, followed by completion of the standard, long form in a specific award category for review. Is your company having a significant so­cial impact through partnering? If so, consider submitting for the Corporate Social Responsibility Award. Let your colleagues know, too, about this exceptional award oppor­tunity. You can learn more about the submission process by going www.asapweb.org/awards.

Tags:  alliance  ASAP Alliance Excellence Awards  ASAP Global Alliance Summit  Call for Topics and Presentations  metrics  networking  partnering  practices  programming  research 

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A Partnership to Benefit the Whole: International SOS/Control Risks Aligns Security and Pandemic Planning for First-Rate Emergency Services

Posted By Cynthia B. Hanson, Wednesday, June 1, 2016

When International SOS and Control Risks joined forces in 2008 to tackle some of the biggest emergencies on the planet, they proved a centuries-old adage:  Two heads are, indeed, better than one. The innovative, highly efficient venture thrived to such a degree that they received ASAP’s Individual Alliance Excellence Award for “excellence in planning, implementation, and results of a single alliance” at the 2016 Global Alliance Summit Alliance Excellence Awards. The March Summit, “Partnering Everywhere: Expert Leadership for the Ecosystem,” was held at the Gaylord National Resort & Convention Center, National Harbor, Maryland.  

Several days after the awards, International SOS/Control Risks provided a lively session, “Executing in the Field: The Key to a Sustainable Alliance,” which offered a window into the unique partnership. The goal of the alliance was to completely eliminate competition that cropped up when International SOS was solely focused on security planning and Control Risks on pandemic planning. 

The partnership resulted in joint mitigation risk services that provide travel security and medical assistance for clients around the world from regional centers in London, Dubai, Paris, Philadelphia, and Singapore as well as 900 remote sites and clinics. Specialist execution units offer advanced security training, risk forecasting, and emergency support worldwide; assistance centers and regional aviation units provide evacuation services in 150 countries. 

Here are some excerpts from the session about the history and intent of the alliance from Sally Wang, vice president, global alliances & partnerships at International SOS; John Maltby, director, group strategy of alliances at Control Risks; Richard Fenning, CEO of Control Risks (remotely via video). 

Wang: SOS was started in a basement 30 years ago. Now it’s a company of 11,000 people, half of which are medical personnel—1,000 are doctors. Our job is not to tell a company not to travel. Our company is an educator so the client can make the decision. 

Maltby: Control Risks started out 40 years ago in a jail when one of the founders was illegally detained in a Colombian prison. The origins of the company are in kidnapping and negotiations, which eventually evolved into mitigating security risks. Our clients are in complex business environments. 

Wang: SOS put out an ad about nine years ago when we were a medical company building out security. We thought we could do it on our own with 40 people, but we decided to grow it organically with a leading security firm to take it to another level. 

Maltby: Control Risks had a vision for medical security as well as security for ex-patriots, and we viewed SOS as competition in our new turf.  We had clients who were seeking emergency medical support and security planning from the same association, so we looked at partnering options and approached SOS, which had clients looking for a similar combination of services. 

Fenning: The biggest challenge was at the beginning, explaining to clients how this alliance was going to work. A whole series of events tested it, such as the Arab Spring and mobile attacks. There was no room for misalignment. We helped clients with difficult situations around the world, such as an unfortunate accident with three students killed in a bus crash. We immediately deployed an incident management team that pulled together two teams from Bogota and Texas. Another example was in Honduras, which wanted to get a group of people out of the country when six Quebecers were killed on a humanitarian trip. Through the testing process, the alliance was found to be durable and sustainable. 

Wang: The unique design of our alliance is for competing organizations with overlapping pieces as a joint venture in the middle. We decided not to give it its own separate name and identity: It is International SOS/Control Risks. How do you make sure of alignment? Customer feedback, brand strength, measuring business generations. If you don’t have it from both sides, you don’t have an alliance. You need to measure it; you need to look at value. If you were to get sick or have a security crisis, you only use one number, one app. Your security department is aligned. We have strong incentives built in to drive the business for each other. We buy each other’s services. It’s an expectation if not a written requirement. We occasionally work with other firms after having a dialogue with Control Risks first. 

Tags:  alignment  alliance  Control Risks  International SOS  John Maltby  joint venture  mitigation risk services  pandemic planning  Richard Fenning  Sally Wang  security crisis  security training 

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Building Win-Win Partnerships By Challenging and Reordering Your Assumptions

Posted By Cynthia B. Hanson, Monday, May 23, 2016
Updated: Saturday, May 21, 2016

Many organizations struggle with partnership execution because of their flawed assumptions, says Stuart Kliman, CA-AM, partner, alliance practice head at Vantage Partners. They need to replace those limited assumptions with more progressive ones, he emphasized in his session “Winning Through Partnering” at the March 1-4 2016 Global Alliance Summit“Partnering Everywhere: Expert Leadership for the Ecosystem,” held at the Gaylord National Resort & Convention Center, National Harbor, Maryland. 

“If you think about how organizations are built, where they come from, organizations—even big old ones—start with the founders’ strategic assumptions of how you win. Those assumptions permeate the building of the organization. The strategic assumption of how you win drives your focus, leadership, structure, incentives, tools, skills, and how you ask people to think.  All of this leads to results,” added the Harvard University faculty member, who has led international conflict resolution through CMG (now part of Mercy Corps), and whose session is a spin-off from the Harvard Negotiation Project. Kliman helps clients maximize the value from partnerships through effective conflict management, negotiation, and relationship management

“You can’t bolt an alliance onto an organization that is not built for partnering—trying to execute partnerships in a world that has not been built for partnership execution,” he said. “We see more and more organizations coming to us to solve that problem.” 

He then highlighted the difference between organizations designed to succeed at external partnering and those that are not. “How do you know that an organization has been built with partnering at its core? And how do you create an organization that is built for partnering versus individual alliances?” he asked. Partnering success depends on these critical components, he pointed out: 

  • Organization is not self-centric
  • Mission statement is partner-oriented
  • Executives and senior leadership looks to alliance management in their options
  • Company has a reputation as a partner of choice
  • Website shows partnering and partnering solutions
  • Leadership does not cascade down
  • Completely flexible
  • Right mix of skills and employees doing the partnering
  • Core competencies training

Organizations should analyze the difference between a progressive partnering stance and one with poor assumptions, he told the audience. “You start with an assumption, and you build on that, and then you break it down into component parts,” he instructed. “You can then map how that strategic assumption drives culture, leadership, focus, organizational structure, incentives, processes and tools, mindset, and skills,” he said, while showing a complex deck slide. 

These lead to good or flawed behaviors, such as the attitude “make them come to us” or the de-prioritization of partner meetings, which all lead to bad results, he added.

“You are saying on the one hand that your goal is to be a world-class partnering organization, but your language says something else.” 

While showing a deck slide on a vicious cycle that threatens partnering success, he provided an example of a CEO who was calling the company partners “gap fillers.” The beginning and ending of the cycle was “We will win through out own expertise.” 

When designing the internal organization, ask these questions: “How is this going to work in alliances? How do we structure this to be externally facing or centric?” he advised. “Without collaboration and negotiation skills, we are likely to fail. By comparison, when we start building with creativity and clear communication, and we launch partnerships with a focus on effective execution, we get this,” he said, flashing a slide with a reversal of the problematic cycle to a virtuous one that ends with “Our company is successful given the value and competitive edge that we get from partnering—partners bring their best opportunities to us.” 

“If you think of the mission of the typical alliance organization, there is a mission statement that says ‘Put alliance managers on alliances to ensure individual alliance support.’ The second aspect of the mission is to ensure that the company is the best possible partnering organization it can be and ensure that it’s a partner of choice. Far too often, we in alliance management have not focused in on the second aspect of the mission,” he concluded. “We see this more and more—a key role for alliance management is embedding the partnering capability deep into the organization—because it’s in your mission statement.” 

Tags:  alliance  conflict management  culture  incentives  leadership  negotiation  organizational structure  partnering  partnership execution  relationship management  Stu Kliman  Vantage Partners 

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