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Mapping a TE-AM Road to Successful Alliances

Posted By Lynda McDermott, CA-AM and founder of EquiPro International, Ltd., Wednesday, October 18, 2017

The Next Gen Alliance Management TE-AM workshop which recently took place at the 2017 ASAP BioPharma Conference, delivered an initial message, through a business exercise, that “Study after study has shown that collaboration is not a natural phenomenon. It’s more normal to be competitive or to work within your team (tribe).”  Therefore, when you work in an alliance management role it is essential that you facilitate and advocate for an organization-wide alignment of all people who support alliances and partnerships.  If you cannot create a collaborative corporate culture across your own organizational functions how can you expect to create successful alliances with your partners?

 

Every person who works on an alliance, beyond those who are ‘officially’ in the alliance management function, need to understand their organization’s alliance strategy and values, engage in developing alliance team skills and share lean and agile alliance common practices and processes.  And as an organization’s alliance investment strategy becomes more complex with multi-partners, and the number of alliance relationships increases it is essential that there is a common understanding and set of best practices across the organization in three critical areas: strategic framework; team dynamics; and lean and agile processes. Each of these areas have benchmark assessments that can be used to identify the largest gaps keeping your organization from becoming a Preferred Alliance Partner. For example, workshop participants were asked to identify their organization’s alliance best practice: “We assess alliance performance and develop action plans to improve success”.  The lowest ranked item on average was: “We are fully committed to being a preferred collaborative/alliance partner.” These assessments provide a roadmap for improving cross-functional alliance team performance across the organization.

 

The pre-conference workshop provided an overview for a new ASAP offering called TE-AM Training, which is a one-day in-house workshop customized designed for alliance managers and alliance extended team members in an organization to help them answer the question:  how do we move from a loosely-collaborative group to one that effectively functions as a community of alliance practitioners that are aligned to actively collaborates with our partners?

 

Check out these related blogs that appeared on the ASAP Blog:

 

‘Collaboration Is Not a Natural Phenomenon’: Mapping a TE-AM Road to Successful Alliances, Part One

 

‘Collaboration Is Not a Natural Phenomenon’: Mapping a TE-AM Road to Successful Alliances, Part Two

 

If you would like to talk about how EquiPro International can help you identify the results you want to improve in your alliance organization’s development and alliance team skills contact Lynda McDermott at  lmcdermott@equiproint.com

Tags:  alliance team  Alliances  ASAP TE-AM Training Workshop  Collaboration  EquiPro International  lean and agile processes  Lynda McDermott  preferred alliance partner  strategic framework  team dynamics 

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Tinker, Tailor, Soldier, Sailor—Effectively Employing the Breadth of People in Your Alliance

Posted By Cynthia B. Hanson, Wednesday, September 7, 2016
Updated: Tuesday, September 6, 2016

To maximize the value of an alliance, it’s important to effectively employ and appreciate the full mix of participantsfrom your sidekick partner to the trainer and sponsor in the background.  That was the focus of the session “People, Process, Culture: Building a Winning Alliance Program” at the 2016 ASAP Global Alliance Summit, “Partnering Everywhere: Expert Leadership for the Eco­system,” at the Gaylord National Resort & Convention Center, National Harbor, Maryland. The discussion was led by three individuals who built highly successful collaborative programs from scratch: Joe Havrilla, senior vice president and global head of business development & licensing, Bayer Pharmaceuticals; Gerry Dehkes, CSAP, global cyber ecosystem lead at Booz Allen Hamilton; David Erienborn, CSAP, director of strategic alliances at KPMG. During the session, they spent a considerable amount of time plying the question of how to create a thriving dynamic between your alliance team, partners, and even ex-partners. 

Joe: At the end of the day, the strategy is about people. Microsoft and KPMG are not going to do anything, since they do not exist other than in our heads they are not going to do anything. You only have the beginning of a strategy until you have taken your strategy from the company down to the people. People come into work not to execute a strategy; they come in with their own strategy. So how do I align their strategy to our best interests? In some cases, you also may need to work with the ex-partner.  If you understand ahead of time where you are in conflict with the other company, you can design a way of working together. 

Gerald: Here’s the approach we took, which is the secret sauce of this particular alliance program. Typically an alliance director will talk with partners and service leaders, and then bring in sales people. We realized the benefit of 10-20 alliance managerswith each trying to get to that sales forceand decided to take that part of the organization and organize it around the industry groups. Really position the alliance enablement person, and they would have only one person to go to. We found that to be very effective, those folks became part of the team. They decided strategies, winning alliance-based offers, they would always be there for that industry. That model helped us become successful. It’s that last piece that’s criticalgetting those alliances out to sales-facing people. 

David: It’s important that training people understand what they are trying to accomplish. If you can translate alliances at a company level down into the mind of the educators, and that this whole alliance is to get them to do something, they become aware of the importance of training to do something. It’s important for them to know this is the strategy. How do you set this up so they get visibility and appreciation? You need to make the training people a winner. 

Joe: You need to know the difference between sales and revenue, understand what margin is, and understand that finance people will be called on for estimates. If I include them from the beginning, I am a lot more likely to get their support when I need it. Another group that is important to your alliance are the sponsors. I’m an advocate and agent, but not the sponsor. They can bring resources to bear and spend time on building relationships. The alliance should be one of their top four priorities for their year. They have to be someone who can really step up. There aren’t any sponsor schools, they’ve never been trained to do it. We need to help sponsors understand what their job is, invest time in it, determine who can be a sponsor, and make sure they have the training to do it. 

Gerald: You need to define the elements of value that all the partners are looking for. It’s not a specific part of the agreement or financial transaction, yet it’s a strongly held expectation of the partner. If you don’t clarify that up front, you wind up being surprised. If there was an expectation that was discussed earlier, but you never codified the agreement or the people responsible for executing the agreement, then you have disconnect and conflict. It’s important that somebody is capturing the expectations. The other tool that is helpful upfront is to do a partner fit as part of due diligence. When you start with a rigorous checklist approach on partner resources, decision process, internal policies and procedures, you can mitigate conflicts down the road. 

David: Trust is predictability. I don’t trust my 15 year old to drive a car because I can’t predict. So we do a lot of trust building. As you get more of your people out there dealing with partners, you have to educate them and give them the boundary conditions, not to restrain them, but you want a consistent approach. You want enough leeway to solve problems. You don’t want to inhibit them from creativity, but you want predictability. 

Tags:  agreement  alignment  alliance team  Bayer Pharmaceuticals  CSAP  David Erienborn  Gerry Dehkes  Joe Havrilla  KPMG  sales  sponsors  strategies  strategy  Trust 

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