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Moving Alliances from a Binary to a Multi-dimensional Ecosystem

Posted By Contributed by: Wissam “Will” Yafi, Founder & CEO – TIDWIT , Wednesday, October 7, 2020
Updated: Tuesday, October 6, 2020

Last year I had a memorable lunch conversation with an alliance vice president of a very large tech GSI. 

“We have had an alliance relationship with this ISV for well over thirty years. It is our oldest and largest,” he said.

“Great,” I said, “How is it going?”

“The strategy and intent are good. But execution could be better,” he answered. “Of our two hundred fifty or so thousand employees, no more than a dozen people actually engage online within the alliance.”

“Don’t you have a way to collaborate at scale?” I asked.

“We don’t really” he admitted.  “Most of our alliance work happens manually over the phone, email, and via Excel sheets.”

I have had conversations with several other alliance vice presidents, most of whom have openly confessed their partnership deficiencies. The symptoms are similar, and are getting worse as markets begin moving quicker, requiring more frequent updates, interactions, and alliance workflows—all of which places more and more stress on already tenuous relationships. 

The fundamental questions are what are the problems at the root of all these symptoms? And can they be overcome? The answers lie within three key factors from my work with a multitude of alliances:  binary (old) paradigm mentality, power plays/lack of trust, and deficient technology. Let’s look at each of these:

The traditional binary-alliance paradigm looks at relationships in simple not complex multi-dimensional terms. An organization that has only one alliance is very different from one that has dozens if not more alliances. Organizations that recognize this of each other are more able to understand the notion that they don’t sit at the center of any universe, but rather belong to one as do other organizations. As a result, they can empathize and collaborate in ways that a binary mentality is not able to.

Partner power plays are a bit more perplexing. When two organizations willingly sign an alliance to work with one another, what is the benefit of jostling for position? In fact, it only leads to distrust. Partners that respect mutual constraints and who work together to try to overcome them are much more likely to succeed in realizing joint opportunities. In a complex ecosystem of alliances, organizations cannot afford to be stuck in one-sided partnerships based on power plays—instead, they need to continuously seek ways to be on equal footing and build trust.

Even when alliances are able to overcome these first two factors in relationships, the next challenge they face is technology. More specifically, finding the proper technological platform architecture to allow them to conduct multi-dimensional alliances not with one but rather with an ecosystem of partners in a way that is standardized, secure, compliant, scalable, and cost effective. A cloud ecosystems network provides just that and solves for a wide range of alliance inefficiencies. A cloud ecosystem network not only allows an organization to connect with a multitude of partners with whom it has alliances, but for it to do so in a streamlined manner that provides it customization, control, compliance, data security, and integration capabilities, not to mention an impressive ROI.

Here are some compelling alliance benefits we have seen in deploying cloud ecosystems to global ISVs and GSIs:

  1. Boosting alliances and increasing the expected user footprint by as much as 800%
  2. Enabling the customization of applications to meet the needs of the organization with all its ecosystem of alliances
  3. Automating alliance processes with apps and workflows that cut across organizational boundaries—no more excel sheets over e-mail!
  4. Providing real time insight and reporting that allows alliances to be on the same page and monitor objectives together
  5. Ensuring PII and GDPR compliance, providing full protection and control over the data of each organization, while sharing what is agreed upon collaboratively and without power plays

Alliances are becoming increasingly complex, requiring more dynamic solutions to meet the ever-changing needs of the market. Going forward, organizations who want to ensure the success of their alliances have to evolve from a binary approach to a multi-dimensional ecosystems approach. They will also have to adopt a more collaborative approach that moves away from a zero-sum-game type of thinking to a whole-is-bigger-than-its-parts approach. And they will have to deploy the proper technology to realize all this and sustain it going forward. Doing all this promises to elevate the alliance from an elementary transactional state to a much more advanced state based on dynamic relationships, enabling instant “at scale” reaction to changing market needs.

This is not just theory; it is happening today.  The vice president who I had lunch with has gone from lightly involving a few handfuls of users to intricately engaging more than forty-thousand users through a cloud ecosystem launched via the TIDWIT network. The evolution to more effective, impactful ecosystems is real.  Are you ready to take the next step?

Tags:  binary-alliance paradigm  cloud  collaborative  ecosystems  multi-dimensional alliances  network  partnership  Tidwit  Will Yafi 

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“Ecosystems 101”: Summit Session Demystifies How to Engage in Emerging Shared Model

Posted By Jon Lavietes, Saturday, September 12, 2020

Ecosystems are the topic du jour in alliance management today, a fact that was reflected in the agenda for this year’s ASAP Global Alliance Summit. The Summit track “The Power of the Ecosystem” explored a variety of elements of this evolving partnership model, including a presentation on how to use them to acquire new customers and another that focused on novel capabilities.  Since not everyone is steeped in ecosystems basics, it was only appropriate to feature an overview of sorts on the subject—call it “Ecosystems 101,” if you will. That task was enthusiastically undertaken by Claudia Kuzma, CA-AM, managing director and global ecosystems program leader at Protiviti, and Nancy Ridge, president of Ridge Innovative, who delivered the on-demand presentation “Demystifying the Ecosystem—an Interactive Conversation.”

The presentation began with a video of Ridge standing on the rocky shore of the Pacific Ocean looking down at the variety of marine life in the tidepools around her.

“Subject to harsh environment, this ecosystem is highly competitive, and yet all of these creatures rely on each other to fulfill their purpose and thrive,” she explained, setting up an “ecological metaphor” to which she would return throughout the presentation.

The New Paradigm: Decentralized Platforms Replace Hub-and-Spoke Ecosystem Model

Of course, the “science” of alliance management is similarly accelerating the development of business ecosystems, which Kuzma illustrated with a figure from analyst firm IDC: partners that adopt ecosystem business models will grow 50 percent faster than those that eschew them. So how should executives begin wrapping their minds around the pursuit of an ecosystem play? It helps to understand that technology ecosystems themselves are undergoing a transformation of their own, from a model with a large player at the center—such as Apple and its vast network of developers, accessories, content, and end users—to a “shared model,” a “many-to-many” platform where no one company serves as a hub around which thousands of “spokes” revolve.

Ridge spoke of cloud ecosystems company Tidwit’s automated and distributed “learning and enablement” platform, in which participants join through APIs, data is kept separate and secure, and content is automatically updated and delivered intelligently to users at an optimal time. The Apple model “is very difficult to scale, and requires a lot of capital, both human and financial,” said Ridge. “This shared platform is the new paradigm.”

The pandemic is accelerating the growth of shared ecosystems. Ridge noted that the state of California connected with labs across state and local hospitals to provide drive-through COVID-19 testing. Kuzma cited the example of telemedicine, which has become indispensable in the context of self-quarantining; behind the scenes, many technological parts from different organizations are working together to enable patients to talk with a physician by simply registering and clicking a few links on a mobile device.

Total Solutions: Customer-Focused, Senior Leadership–Approved

A similar trend is taking place in the B2B world. According to Ridge, Salesforce acquired Tableau in order to enable clients to drive insights out of their data that would enable them to “expedite intelligent, connected customer experiences which, again, drove innovation and accelerated it for their users.”  

Ridge continued to hammer the point home that customers are at the center of these ecosystem models—or should be—and that satisfying their needs is often made possible through coopetition.

“Today, total solutions are delivered as managed services. Now, behind the scenes, many of those companies that used to be competitors are working together, but what the customer sees is a complete solution that is brought to them as a seamless experience.”

As she spoke over a slide that listed the building blocks of ecosystems—reaching new customers, building new products and services, enabling more efficient

business operations, educating clients, accelerating innovation, and creating awareness of specific needs—Kuzma stressed the importance of balancing the objectives of the individual company and the group and obtaining executive sponsorship of this new model. 

“That awareness and collaboration, and just showing the organization how the ecosystem contributes to the organization’s greater goals, is really important,” she said. 

Building or entering an ecosystem is easier said than done, though. According to an Accenture survey of 1,200 executives, 40 percent felt their organizations didn’t have the capacity to build out the structure, deliver the value exchange, monitor their roles in the ecosystem, and manage relationships. The biggest barriers: cybersecurity, IP protection, and structuring ecosystem governance. In fact, these were the primary obstacles to telemedicine before COVID-19 created the urgency around the service, Ridge recalled.

Darwin in the Ecosystem: Learn on the Fly, Fail Fast, and Adapt Accordingly

The presenters were setting up the larger point that companies shouldn’t shy away from entering ecosystems because of the technical complexities. Rather, they should get comfortable with learning on the fly, failing fast, and adapting their ecosystem model over time.

“There’s going to be risks and failures along the way,” said Kuzma, who added later in the presentation, “It never feels good to fail, right? But we always learn something from it. When we embrace those learnings and we advance forward that’s when we begin to see those roots of innovation.”

“Adaptive programs are going to be so important. Folks are going to have to build programs that can adjust over time, but also dynamically,” said Ridge. “Not all species survive, but the ones who do have that adaptive, responsive mindset.”

How do you go about selecting ecosystem partners? First, identify the market opportunity—the customer need that has yet to be filled. From there, align with the dominant player in that space, “the core player [that] can really set the pace, driving innovation and pushing the rest of the participants to coevolve and stay relevant,” advised Ridge. From there, you can start to layer infrastructure providers and service delivery partners that will build out the end-user experience.

A Rising Tide Delivers Growth, If Not Comfort

Keep in mind that the more diverse the set of players in your ecosystem, the faster you will churn out novel solutions.

“The more diverse your perspective, the greater your innovation is going to be and the broader the market that you are likely to engage with. Unlike the old models where companies used to operate as competitors in their separate silos, today the new environment disregards that competition in favor of contribution and collaboration, meeting the needs of end user,” said Ridge. “A rising tide raises all boats.”

Kuzma then laid out a roadmap for assembling an ecosystem strategy ordered in the following steps:

  • Awareness – How are your customers accessing your products and services?
  • Landscape – Who are you working with today?
  • Strategy – Based on your strategic drivers, whom should you partner with?
  • Framework – Develop KPIs, policies, procedures, communication, and change management.
  • Align – Are your partners in position to deliver on your goals and the customers’ needs?
  • Source – Add talent and technology that aligns with business objectives.
  • Innovate – Enhance the customer experience—what needs to change?
  • Optimize – “The sky is the limit,” said Kuzma.

In making this journey, Ridge urged senior leaders to prioritize innovation and engage stakeholders in sales, marketing, finance, legal, and other parts of the business “to lay out that roadmap first internally under that leadership guidance to reach beyond the enterprise to the market at large.” She added that you may not have to recreate the wheel—an ecosystem might already exist that is right for your organization and accepting new members.

Ridge closed by echoing Kuzma’s endorsement of the “fail-fast” mentality.

“There’s no growth in the comfort zone and no comfort in the growth zone,” she said.

Find out how Protiviti’s 2020 ASAP Alliance Excellence Award–winning “i on Hunger” program exemplifies how ecosystems can not only deliver great customer experiences but also change the world, in the estimation of both presenters.

(For the full story of i on Hunger and the other ASAP Alliance Excellence Award winners, don’t miss “Paragons of Excellence” in the Q3 2020 Strategic Alliance Magazine, coming to inboxes and mailboxes soon. The Q3 edition will also have a “Focus on Ecosystems,” which will consist of three articles on this business model that is fostering digital transformation and evolving the alliance management discipline.)

Tags:  alliance excellence awards  alliance management  Claudia Kuzma  Ecosystems  I on hunger  innovation  Nancy Ridge  partnership model  Protiviti  Ridge Innovative  stakeholders  Tidwit 

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“We Need to Be Where the Customer Is”: Toward a Sales Process That Includes Everyone

Posted By Michael J. Burke, Saturday, June 13, 2020

Sales of any kind has never been a job for the faint of heart, but like everything else it’s become far more challenging lately. Many customers have been stuck at home for months, unable to just walk into a store or even make connections with their usual sales contacts the way they normally would, from their offices and workplaces. So how and where do businesses and salespeople find them? And given these hurdles, how can they effectively influence, inform, and sell to them?

There are no easy answers, but thinking of the process holistically can help put the pieces together. That’s one of the themes that Larry Walsh, CEO and chief analyst of The 2112 Group, will be exploring in his presentation, “Making Everyone a Part of the Sales Process,” which will be livestreamed on June 25 as part of the first-ever virtual ASAP Global Alliance Summit.

A Network of Relationships

One of the key notions that Walsh is pushing is that the sales process needs to be seen less as a series of linear “handoffs” and more as a network of ongoing relationships involving different actors—in the indirect channel, three of them, to be exact.

“There’s the influencer, which is—no other way of saying it—influencing or driving consideration,” he explained in a recent conversation. “Then you have referrals, which are a step above influencers in that they will help drive consideration, [but] they will even help lead the customer right to the purchasing point. And then you have resellers, or the actual point of sales. And they’re the ones who actively engage with the customer to the sale point. We typically think of these as ‘handoffs’: once the influencer is done doing their job, they hand off and somebody else picks up the sale. Same thing with referrals—they will hand off to a salesperson, and the salesperson will then nurture them through the process. The reality is we really need to make sure that all these different actors remain persistently engaged as the customer goes through the sales funnel. That’s not really a new idea, but what really is a new idea is thinking that everyone is an influencer, and everyone has potential to refer, and everyone can actually participate in the sales process.”

Walsh maintained that we often underestimate just how many influencers are involved with our customers, or the importance of their role. The influencing itself, he said, takes place for two reasons: what he called “warm-glow altruism” and “anti-altruism.”

“Warm-glow altruism is when you do something because it makes you feel good. You want to help someone or you want to make a difference for them. And warm-glow altruism can have a benefit to you, but you’re doing things to help your customer. That’s one form of influencer. The other form is this anti-altruism, which is doing something to influence someone to buy a third-party product because there is something in it for [you]. An example of that would be, you and I have to do this meeting, so you really should be using Zoom, because Zoom is a really good platform—and oh by the way, here’s my tool that plugs into Zoom and that works. So that’s anti-altruism—you’re influencing them because it’s in your interest.”

Influencers, and Channels, Are Omnipresent

As an example of how this works in practice, Walsh pointed to the professional services marketplace on Amazon Web Services (AWS). The companies on that platform, he said, are “recommending AWS, but they don’t get compensated for that. What they do get compensated for is the services they sell around it. That’s a way of influencing the customer because it’s in your interest. You’re going to see this entire idea of making everyone a part of the sales process become more important going forward as you see more digital channels and omni-channels taking root.”

Walsh defined “omni-channels” as “a means for giving the customer the ability to have a seamless interaction with you regardless of where they are interacting with you. For instance, if I need something, and I want to buy it at Target down the street from my house, I look online: Do they have it? I want to be able to know that I can walk into the store and pick up the item—I can pay for it in advance, I can ask somebody, or access a chat bot and ask questions about it. I can scan it when I’m in the store, see if there’s a coupon available for it. I can research and compare across different platforms. That’s how omni-channel works. It’s not that you have just one channel; you have multiple channels, but the customer has a seamless experience across all of them.”

Last Mile to the Future: A Changing Channel and Evolving Ecosystems

I asked Walsh if taking this omni-channel or “get everyone involved” approach is more critical now, given the constraints of the COVID-19 pandemic. He thought so, but:

“I think it’s more about the future. The pandemic made us more reliant on digital tools for research and acquisition, but I was just reading today that Macy’s reopened 450 stores, and they have higher than expected sales. Which is great, but you’re going to see that because of the pandemic experience, they’re going to make it easier to purchase online versus in-store. Amazon, for example, is looking to acquire JCPenney. Why? Because Amazon is constantly attacking the last mile. I don’t want to wait for two days to get my widget, whatever it might be: I want to get it now. I know if I just drive down to the corner to that former JCPenney store they’ll have it for me—or they’ll have it for me in a day as opposed to shipping it in two days. Certain things are going to happen as a result of this—that’s not just a B2C example, that’s going to happen across B2B channels.”

And as we move more rapidly into that future, the traditional indirect sales channel is undergoing change as well.

“It’s becoming a part of the ecosystem,” Walsh said. “I think digitalization is something that everyone has to not just give serious consideration to, they have to figure out what their digital strategy is going to be, and build out the muscle to be able to communicate effectively with customers regardless of where the customers are interacting with them. Think about this just in terms of customer service: if the customer calls you up, they can talk to somebody who can retrieve their order history, who can retrieve their trouble tickets, etc. Or they can go into a portal and get the same information themselves. They need to have these capabilities to meet the customer’s expectations. The customers want this, it’s not something that we’re trying to invent. We’re not trying to push a concept out into the world—the world’s already adopted it, it’s us trying to catch up to them.

“Here’s the thing,” he continued. “I deal with channel strategy. I help companies recognize what their best routes to market are, and how do we most effectively get to them. The biggest mistake I see companies make is they go, ‘Oh! We need partners to expand our sales and our sales coverage.’ Why is that? Partners have revenue. They have customers, therefore they have revenue, and we should be able to tap into those customers. That’s not the reason for doing this. The reason for doing it is because the partners will do something either you can’t do or you won’t do. Otherwise, you don’t have enough separation between you for justification.

“There’s a reason why we have channels,” Walsh concluded. “The traditional reason for having channels is to have a point of sale where the customer is. And the reason why we need to have omni-channels and we need to engage with everyone who has a piece of the sales process is because we need to be where the customer is.”

Tags:  2112 Group  B2B channels  channel  channel strategy  channels  ecosystems  Influencers  Larry Walsh  network  parnters  referrals  resellers  sales 

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Making Adjustments: ASAP Global Alliance Summit Now in June!

Posted By Michael Leonetti, CSAP, Monday, March 9, 2020

We’ve all had the experience of an unexpected event that suddenly threw a wrench into our alliances or our lives. Depending on the nature of the event, its magnitude, and how close to home it hits, we generally do our best to understand how the landscape has changed, adjust to the implications, make accommodations, and move forward. Reality may defy our hopes and expectations, but we pick up the pieces, dust ourselves off, and keep getting up in the morning amid the now-altered environment.

So it is with the coronavirus, or COVID-19, whose effects worldwide have already proven serious. Our hearts go out to all those who have been directly affected by this virus, especially the families of those who have died from it around the globe. In addition, this contagious disease—and the fear of it—has already had a significant economic impact, including declines in business and vacation travel and the cancellation or postponement of a number of conventions, conferences, and trade shows in various industries. Most organizations have been forced to respond in some way, whether to shift events to alternative dates or from physical to virtual, to curtail travel to safeguard their people, or to try to limit the damage to their bottom line. Or all of the above.

We at ASAP have faced these challenges as well, resulting in the difficult decision to reschedule our Global Alliance Summit, which had been scheduled for next week, to June 23–25 in Tampa, Florida. In the great scheme of things this move may barely register, but for a member organization like ours, as you can imagine, it’s a big deal. Shifting the Summit to new dates has required a huge and immediate lift on the part of ASAP staff and board, which is ongoing as I write this.

The good news is, the show will go on! I’m very happy that we were able to secure the original conference venue, the Renaissance Tampa International Plaza Hotel, for our late-June dates. I’m even more pleased to report that at present, nearly 75 percent of our presenters, panelists, and moderators have confirmed that they’ll be there.

What this means is that we’ll still have a terrific program, as planned—a program that, as always, includes presentations by some of the alliance and partnering profession’s best and brightest minds and leading lights, including these:

  • A keynote presentation by Steve Steinhilber, global vice president, ecosystems and business development, at Equinix: “Creating Alliances and Digital Ecosystem Capabilities in an Increasingly Platform Enabled and Interconnected World.” Steve ran alliances at Cisco for a number of years, and while there authored the influential book Strategic Alliances: Three Ways to Make Them Work (2008). He was also among those interviewed for our Q1 2020 cover story in Strategic Alliance Quarterly on the rise and far-reaching effects of ecosystems in nearly every industry, and his insights into this important and growing area are sure to be valuable and applicable to any industry.
  • A fascinating panel moderated by Adam Kornetsky of Vantage Partners titled “Big Pharma M&A and Alliance Portfolios: What’s at the End of the Rainbow?” This interactive discussion will feature panelists including Mark Coflin, CSAP, vice president and head of global alliances at Takeda Pharmaceuticals; Dana Hughes, vice president of integration management and alliance management at Pfizer; and Jeffrey C. Hurley, senior director, GBD global alliance lead at Takeda. These longtime ASAP members will share their recent M&A experiences, provide insights into how alliance portfolios have been managed through the transaction process, and engage participants in sharing additional perspectives critical for unlocking and maximizing the full value of an alliance portfolio.
  • A presentation by Dan Rippey, director of engineering for Microsoft’s One Commercial Partner program, and Amit Sinha, chief customer officer and cofounder of WorkSpan, called “How the Microsoft Partner-to-Partner Program Is Disrupting the Way Technology Companies Are Leveraging the Power of Ecosystems for Business Growth, Customer Acquisition, and Gaining a Competitive Advantage.” With the rise of ecosystems has come the increasing deployment of partner-to-partner (P2P) programs, and Microsoft’s may be the largest on the planet, connecting partners directly with each other to deliver value to customers without Microsoft’s intervention. Powered by WorkSpan Ecosystem Cloud, this program increases profitability by selling solutions from one or more of Microsoft’s partners, achieving faster time-to-market by leveraging prebuilt joint solutions, closing larger deals, and reaching more customers by co-selling with other Microsoft partners for a bigger joint pipeline. This new model of partnering has wide applicability and Dan and Amit’s description of how it works is a must-hear.
  • Another terrific panel moderated by Jan Twombly, president of The Rhythm of Business, called “Biopharma Commercial Alliance Management Challenges.” Panelists will include Brooke Paige, CSAP, ASAP board chair and former vice president of alliance management at Pear Therapeutics; and David S. Thompson, CSAP, chief alliance officer at Eli Lilly and Company. In the long life of a successful biopharma alliance, the commercialization phase brings its own particular challenges and problems. This panel promises to be a lively discussion of such topics as how alliance managers deliver value in a commercial alliance, considerations for driving alignment in local geographies and at a corporate level, aspects of alliance governance to get right to maximize value, and much more.

I’m not indulging in hyperbole when I say that these are just a very few of the highlights. Again,  more than three-quarters of the original Summit agenda is planned  to remain intact—including preconference workshops, single-speaker presentations, illuminating panel discussions, and of course, valuable networking opportunities.

We know there are many factors governing decisions on where to travel and why—especially under current conditions. But we’re confident that even after shifting to the June dates, we’ll be fielding a stellar lineup at the Summit in Tampa—one you’ll want to be present for. If you haven’t registered yet and/or for whatever reason were uncertain about attending in March, you now have some extra time to decide.

Additionally, the Renaissance has set up a new block of rooms at our discounted rate of $219.00+ per night. To book your room for the new conference dates, please click on the link below:

https://www.marriott.com/event-reservations/reservation-link.mi?id=1583953400577&key=GRP&app=resvlink

Let’s all try to plan for normal again! Won’t you join us? I hope to see you in Tampa!

Tags:  alliances  Amit Sinha  biopharma  Brooke Paige  Dan Rippey  Dana Hughes  David Thompson  Ecosystems  Eli Lilly and Company  Equinix  Jan Twombly  Jeffrey Hurley  Mark Coflin  Microsoft  P2P  partners  Pfizer  Steve Steinhilber  Takeda  The Rhythm of Business  Vantage Partners  WorkSpan 

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It’s Here: New Handbook Supplement Covers IT Partnering Principles and Practices

Posted By Michael Leonetti, CSAP, Saturday, February 29, 2020

Nothing remains static for long—not in alliances and partnering, and not in most industries today. Take your eye off the ball, and you may miss an important trend with far-reaching implications. Drift away from strategy and lose focus, and your competitive edge may be eroded as well. Continue doing things “the way we’ve always done it” and you might find yourself eclipsed, left in the dust by more innovative, less hidebound competitors.

Standing still is not an option—nor is sticking your head in the sand. Here at ASAP we’ve been busy moving forward, looking ahead, and responding to both the latest partnering trends and what many of our members have been asking for. So we’re thrilled to announce the release of our new IT supplement to The ASAP Handbook of Alliance Management: The ASAP Guide to Information Technology Partnering, now available in electronic format.

Most of our ASAP members already know about The ASAP Handbook of Alliance Management—some of them even contributed to it! Since its publication, the Handbook has proved a valuable, comprehensive resource for alliance professionals and their teams, providing a wealth of information, guiding principles, and best practices that take readers through the stages of the alliance life cycle and beyond, into emerging areas of alliance practice.

One of those emerging areas is information technology—a huge part of all our lives and one whose effects and implications go way beyond the “usual suspects” in Silicon Valley. As Forrester’s Jay McBain tells us in the Q1 issue of Strategic Alliance Quarterly, today, “every company is becoming a technology company.”

What does that mean for alliance professionals? What adjustments will they need to make to their thinking and vision going forward? What roles will they play in this massive digital transformation happening everywhere, across industries? How will they manage, orchestrate, and navigate the complex technology partnerships that encompass everything from multipartner go-to-market efforts to vast platform ecosystems (and everything in between)?

We set out to find the answers to those questions—and many more—and present them in a form that our members can readily and easily use. Hence the publication of The ASAP Guide to Information Technology Partnering, which contains the latest and most advanced thinking on leading, managing, and deriving revenue from alliances, partnerships, and complex ecosystems in the high-tech field. This supplement has been specifically tailored to the needs of the IT field and its pressures, concerns, and fast-moving trends. To create it, we reached out to a wide range of ASAP members and others—respected alliance leaders, successful consultants, industry analysts, widely published researchers, and more—to collect and synthesize their knowledge and insights. The result is the compilation and distillation of that thinking, from academic research to real-world, in-the-trenches experiences and proven partnering principles.

The ASAP Guide to Information Technology Partnering explores the challenges of working in a continually changing IT landscape marked by ecosystems, strategic alliances, channels, and other partnering arrangements. It’s a world of competition, collaboration, coopetition, and constant technological disruption, where agility and speed are essential and the next big innovation is likely to hit the market tomorrow.

This supplement and updated guide dives deep into such critical subjects as:

  • The evolution of the IT channel
  • The rise, spread and functions of ecosystems  
  • How ecosystems relate to the Alliance Life Cycle
  • The role of alliance professionals as ecosystem orchestrators and facilitators
  • Collaboration and competition in IT partnering
  • Revenue-generating, customer-focused go-to-market guidelines and collaborative selling methodologies
  • Alliance metrics in an ecosystem context
  • Today’s alliance professional as entrepreneurial leader, driver, and strategic visionary
  • Alliances as an essential enterprise function in the high-tech world

In addition, it features descriptions of best practices, frameworks, and checklists for IT partnering; key questions and qualities that are essential for IT alliance professionals today; resources for further reading; a helpful glossary; and fillable online worksheets and forms.

We’re pretty confident that The ASAP Guide to Information Technology Partnering will soon be required reading for anyone who is embarking on or transitioning into an alliance management role in technology, and that it will aid more experienced practitioners with advanced insights as well. Along with another Handbook update for the biopharmaceutical field—coming soon—this supplement, I think, represents a welcome addition to our growing storehouse of helpful and thought-provoking content for our ASAP member community.

How do you get a copy? Easy. Right now you can purchase copies for yourself and your team at the introductory special member price of $47.20 per copy. Just visit our website at https://www.strategic-alliances.org/page/store click on the Publications button and scroll down to The ASAP Guide to Information Technology Partnering. And let us know what you think—we value your feedback, and your thoughts and concerns are greatly appreciated! It’s what makes the ASAP community such a powerful vehicle for networking, knowledge, and education for all of us

Tags:  Alliance  Alliance Life Cycle  alliance professionals  collaborative selling  ecosystems  entrepreneurial leader  go-to-market  high-tech  IT channel  IT partnering 

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