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The Tsunami Effect of AI on Partnering—Part 1 of the 2019 ASAP Summit Keynote Address

Posted By Cynthia B. Hanson, Friday, March 22, 2019

How do you align for the era of smart?  “Let’s put smart to work” was the mantra Bruce Anderson chose for his keynote address “Partnering in the AI Era: An Essential Shift from Value Chains to Business Ecosystems” at the recent 2019 ASAP Global Alliance Summit in Fort Lauderdale, Florida. Anderson is IBM’s global managing director, global electronics industry, and he painted a vision that appeared highly relevant to alliance managers and their associates in the packed room.

“In my world, with the scope of clients, there is almost [always] an alliance idea that happens several times a day,” Anderson said, setting the stage for his address. “We put a lot of structure around that. I have seen that structure help us define these alliances and what they could do.”

The market is moving so fast from a linear to dynamic approach that you need to ask how your company should be thinking about alliances in this accelerating business approach, he stated. “IBM figured out a long time ago you have to partner, and the real value of companies like IBM is to bring the pieces together to create business value. That’s where the ecosystem comes into play.”

Anderson then provided some context: Design cycles for hardware took years, but now technology development is going faster and faster. As companies come into this space, they need to leverage what they’ve created by “reaching out to a broader ecosystem to create value. The approach is getting more open,” he pointed out. “This is only going to accelerate. The change is not only how products are brought together, but also how they partner in the marketplace.”

In this climate, alliance managers need make sure ideas are aligned “because a lot of thought went into the idea of strategy to get momentum for the alliance in the company. We use the word cognitive. You can use the world AI. We think about augmented intelligence and using data to make life—at work and at home—better. This is done most effectively in the Cloud. So there has been a lot of change for us since the ‘80s. But the context for what this is useful for is industries.”

In the advancing era of artificial intelligence (AI), companies need to create all the pieces—and alliances—necessary to make it easy to adapt for the advancement of products, he said. “Alliances have become fundamental to the idea of strategy. How has IBM shifted over the years?” he then asked, flashing a slide of a revenue chart IBM put together years ago with the overarching header “Over 50% of IBM revenue will come from Cloud and Cognitive Solutions in the near future.” Anderson then followed with a slide on AI “emerging across ecosystems … everywhere,” that was broken into three categories:

  • AI-enabled engagement
  • AI-enabled analytics
  • AI-enabled operations

AI seems to have an unlimited number of applications, and Anderson talked about a small handful of which IBM has been partnering on: digital farming, block chain (which prevents waste), mapping the microbiome, sensor detection of pathogens, and radical recycling. A discussion then took place about the multiple benefits of AI in IBM’s Food Trust.

Stay tuned for more of ASAP Media’s live, onsite coverage of this session and others from 2019 ASAP Global Alliance Summit. Cynthia B. Hanson is managing editor of ASAP Media and Strategic Alliance publications. 

Tags:  AI-enabled engagement  alliance managers  Artificial Intellegence  block chain  Bruce Anderson  Cloud  cognitive Solutions  design cycles  digital farming  ecosystem  global electronics  IBM  partner 

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‘Running on Ice’: Creating a Winning Partnering Team When the Odds Are Against You—Part 2

Posted By Cynthia B. Hanson, Wednesday, March 13, 2019

“Just getting on the track was a challenge,” Donna Peek, CSAP, vice president, global alliances at Genpact, said during a creative session “Cool RunningsThe Road to Building New Alliance Capability” co-led by her colleague Scott Valkenburgh, CSAP, vice president, global alliances leader. She was further explaining their analogy of their process of building a winning bobsledding team, much as was done for the 1988 Olympics by a Jamaican team (see Part 1 of this blog for background on the movie used to frame for their session).  The analogy was particularly near and dear to Peek’s heart because her grandmother is Jamaican, she said, while modeling her yellow jacket worn for the event. Peek continued to describe Genpact’s challenging experience transitioning into a partnering mindset where they created teams capable of “running on ice.”

“Our organizations are filled with sellers with no partnering experience. We didn’t know how to think about partnering. So we created a  quick and easy checklist to answer the existential question: To partner or not to partner?” explained Peek to rippling laughter throughout the room. The list highlights the following key questions:

  1. Should we consider partnering?
  2. Will partnering increase the likelihood of winning?
  3. Can we team with this partner?
  4. What are my options other than partnering?

We eventually “had in place the owner, experienced coaches,  growing team, strategy. Now we needed uniforms, equipment, etc.,” she further explained. “And you can’t win races without money. That means getting sponsors and establishing partner programs. … In doing that, we work with all the key stakeholders,” she continued, and then talked about areas in need of alignment with the strategy:

  • Marketing
  • Legal
  • Services lines: “We created our Blueprint 2.0 to … understand their strategies and align with our strategies.”
  • Risk/compliance: “We created a vendor governance office at Genpact—not the most ‘partner friendly’ processes.”
  • Sales and the CRM system: “The very first order of business when contemplating partnering, where we looked at fields to tag partners [in our CRM system to] capture data about partnering.” 

Prepping the training track is another important component, added Van Valkenburgh. “The  challenge is to achieving the “perfect slide”—a bobsledding term. When bringing a bobsled onto the track, and getting people to push it, you need to ask: “How do we know the track is running well and consistent?”

Peek and Van Valkenburgh experienced “the antithesis of what every alliance professional experiences,” he observed. “Senior leadership was behind it, but then you get to the other 89,000 people. So you get the funding, support, and visibility, and then you realize there is  concrete underneath [the snow], and someone melted the ice. ... It’s really apparent on the track that that is concrete, not ice,” he joked. “We are a company of entrepreneurs, but a company of entrepreneurs with 90,000 people is a lot of train wrecks. Systems and processes really matter. So how do you combine that track with the entrepreneurial spirit?” he asked. “The last part was, we don’t have a track. If I don’t produce the results, building out the track doesn’t matter. How do we build this track and get the culture behind it?”

What was one of the best tools Genpact used to reconfigure the organization? An alliance maturity model, said Van Valkenburg.  “Most of us have these complex models, these spider webs. What we created was [a simple] six things.

“If you can get the maturity level to advance, the growth potential is huge,” he noted. “This can be difficult for one-on-one partnerships, but multi-tenancy partnerships are even harder. … You have to spend as much internal time with [your organization’s leaders] building a true connection. Once they believe you are going to build a bobsled team, you are in. Your team skillset matters. The involvement of the leadership matters,” he concluded. “The celebration is with the team, not just the alliance partners.”

Stay tuned for more of ASAP Media’s comprehensive coverage at the 2019 ASAP Global Alliance Summit.

Tags:  alliance professionals  alliances  Donna Peek  Genpact  Global Alliance Summit  partner  partnering mindset  partners  Scott Van Valkenburgh  team 

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‘Running on Ice’: Creating a Winning Partnering Team When the Odds Are Against You—Part 1

Posted By Cynthia B. Hanson, Wednesday, March 13, 2019

Running on ice. That’s how Genpact’s Scott Van Valkenburgh, CSAP, vice president, global alliances leader and Donna Peek, CSAP, global alliances, described their company’s transition to a partnering mindset in their session “Cool RunningsThe Road to Building New Alliance Capability.” The session took place at the 2019 ASAP Global Alliance Summit “Agile Partnering in Today’s Collaborative Ecosystem” in Fort Lauderdale, Florida.

Despite the challenges, the transition to partnering has served them well: Genpact pulled in $47 million in business in their first year of partnering. The company brought in 8 partners and plans to add 10 more in 2019. But the process “was like running on ice to build the team,” said Van Valkenburgh during a clever retelling of their experience in a session based on the 1993 movie “Cool Runnings.”

The movie is a fictionalized account of the Jamaican bobsledding team that in real life trained for the 1988 Olympics. It was the first time Jamaica competed in the Olympics, and in a category mismatched for a country that rarely sees snow and has average temperatures hovering around 80 degrees.

So what does the Jamaican bobsledding team have to do with Genpact? For Van Valkenburgh and Peek, the process of transitioning Genpact to partnering took considerable training and a highly strategic approach. “We didn’t have the language …. We had to define what partners were,” he explained to the packed room. It was like: “You’re on a journey, we are funding you, we got you a sled. Now train people who have never run on ice before.”

Building the team was structurally challenging with the need to balance roles, weight, and speed—to name just a few of the considerations. Bobsled racing is performed with either a two- or four-person team. A team of four requires sensitive balancing in the sled at the ends and in the center. “If you have four people sprinting and one person is out of sinc, it doesn’t work,” he explained of the analogy. “You have to have people doing the right things in the right order. How do we get homegrown talent …  working well? And how do you create that culture?” he said, describing some of the problems faced.

“I build culture first and processes and goals second. If you can’t get the culture of your team right, then all the challenges happen,” he added, while also pointing out the importance of being open to the fact that the team you had before doesn’t easily fit into the new partnering structure: “You can’t have people who can’t run,” he observed.

To build a world-class team, you need to  create world-class athletes, he said. “There’s a whole reset mindset involved” just getting on the track. To make that happen, Genpact found, you need to do the following:

  • Create tipping points.
  • Build important things. “If it wasn’t going to get us on the track, it doesn’t matter.”
  • Make moments that matter. “That emotional deposit you give, that’s your bank account.”

Stay tuned for more of ASAP Media’s live, onsite coverage of this session and others from 2019 ASAP Global Alliance Summit. Cynthia B. Hanson is managing editor of ASAP Media and Strategic Alliance publications. 

Tags:  alliances  Donna Peek  Genpact  Global Alliance Summit  partner  partnering mindset  partners  Scott Van Valkenburgh  team 

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The Modeling and Management of Alliances: Workshop Takes Deep Dive into Three Models for Collaborative Business

Posted By Noel B. Richards, Tuesday, March 12, 2019

A preconference workshop delving into three different alliance models caught the attention of over a dozen pre-conference attendees at the 2019 ASAP Global Alliance Summit in Fort Lauderdale, Florida. Co-facilitators Ard-Pieter de Man, CSAP, PhD, Vrije Universiteit Amsterdam, and Dave Luvison, CSAP, PhD, Loyola University Maryland, instructed on the horizontal “sharing” model, the diagonal “specialization” model, and the vertical “allocation” model in the session “Building Your Collaborative Business Model.”

The two discussed how the sharing model is an alliance focused on sharing customers and information in order to generate more revenue for each partner, typically with a 50-50 split of this revenue. The specialization model is more about leveraging certain strengths or unique skills of each partner so that each can gain something they did not have before, resulting in the ability to increase revenue with new or improved products. Lastly, the allocation model works to reduce risk by delegating tasks that are a weakness for one company to a partner that expresses excellence in that specific area.

Once the co-facilitators established a baseline understanding of these alliance models, best management practices for each model and the hybridizations between them became apparent. “The bigger question is how you should manage these models, as not every model should be managed the same way,” Luvison pointed out.

The workshop co-facilitators also instructed on how to determine which specific framework is right for your alliance, based on the goals and purpose. The specific models are incredibly fluidconstantly moving, changing, and molding to specific needs, they said. Luvison and De Man then brought up the three things that need management across the boardincentives, relationships, and accountability. Additionally, they shared the idea that 70 percent to 80 percent of the problem in alliances is convincing people internal to the company rather than the partner.

After examining various methods of managing each type of alliance model, they encouraged the audience to split into groups and discuss best management practices. Though these practices may differ across alliance types, all group participants agreed upon the importance of consistent, fluid, and open communication among partner.

Also central to the discussion: as models adjust and change over the lifespan of the alliance, it is critically important that the alliance ensure that the partners are aligned and “on the same page.” Recognizing the scope and scale of each partnership and communicating about the alliance with the appropriate groups of people, notably the C-suite, is also fundamental to success. If one partner sees the alliance following a sharing model while the other recognizes it more as an allocation model, problems will arise. Ensuring and maintaining a mutual understanding of what model the alliance takes is vitally important.

“You’re half the battle. Getting your own organization on board with the alliance is quite important, so do this first, then get the partner on board,” said Luvison.

Once there is a clear mutual understanding of the model the alliance is founded upon, partners must turn inward and ensure consistency understanding within the company. This helps empower teams to deal with issues as they arise, they concluded. Though there are additional complexities in managing each model an alliance assumes, if self-awareness and open communication is pursued, the alliance and the companies involved will benefit across the board.

Noel B. Richards is a staff writer for ASAP Media. Stay tuned for more of the ASAP Media team’s comprehensive on-site coverage of 2019 ASAP Global Alliance Summit sessions on this blog, and in the weekly, monthly, and quarterly Strategic Alliance publications. 

Tags:  alliance  alliance model  allocation model  Ard-Pieter de Man  Dave Luvison  Loyola University Maryland  partner  sharing model  specialization  Vrije Universiteit Amsterdam 

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‘From Value Chains to Business Ecosystems’: Featured Presenters from IBM, Salesforce, Dassault Systemes, and SAIC Join the Lineup for 2019 ASAP Global Alliance Summit

Posted By John M. DeWitt, Friday, January 18, 2019

This week ASAP announced the lineup of featured speakers at the March 11-13, 2019 ASAP Global Alliance Summit in a press release distributed via PRWeb.

“Each year’s Summit is a one-of-a-kind event where the world’s most experienced and capable partnering and alliance management executives share successful practices and lessons learned from their business collaborations,” ASAP President and CEO Michael Leonetti, CSAP, said in the announcement. “The 2019 Summit will include the incredibly smart and provocative speakers, hands-on learning, and candid peer-to-peer conversations that participants experience at ASAP’s other annual destination events—the BioPharma Conference, Tech Partner Forum, and European Alliance Summit. But there are unique connections and insights that only come from the ASAP Global Alliance Summit’s diversity. In a time of rapidly expanding cross-industry alliances, public-private partnerships, and customer-centered collaborative ecosystems, the Summit attracts leading thinkers and practitioners from many industries, sectors, and geographies, allowing attendees to glean insights, engage with surprising new ideas, and even meet unexpected new partners.”

This year’s ASAP Global Alliance Summit will take place March 11-13, 2019, at the Westin Fort Lauderdale Beach Resort in Fort Lauderdale, Florida. Platinum Sponsors of the event include Vantage Partners and WorkSpan; The Rhythm of Business is a Gold Sponsor. Headlining speakers include:

  • Bruce Anderson, general manager, high-tech/electronics industry, IBM
  • Christine Carberry, CSAP, chief operating officer, biopharmaceutical senior executive
  • Steve Levine, PhD, Dassault Systèmes, founder and executive director, Living Heart Project
  •  Tiffani Bova, global customer growth and innovation evangelist, Salesforce
  • Charles Onstott, chief technology officer, SAIC

Bruce Anderson: “Partnering in the AI Era”

On the morning of March 12, as part of the conference opening session, Bruce Anderson will present a plenary talk titled “Partnering in the AI Era: An Essential Shift from Value Chains to Business Ecosystems.” He intends to share his deep understanding of marketplace opportunities and challenges facing companies, describing what he’s learned as he consults extensively with senior executives striving to optimize and transform their organizations, operations, and business models.

After lunch on March 12, four speakers will present TED-talk-style presentations during the 2019 Summit’s Leadership Spotlight plenary session.

Christine Carberry, CSAP: Maximizing Value

Is it a lack of time, resources, or ideas that holds back fulfilling the maximum value of alliances? Perhaps all these ingredients are available in abundance and what is lacking is the ability to connect the right ideas with the right resources at the right time, Carberry intends to explore. The concept is simple—find the right connections, collaborate on a common goal, and create value. Executing against this simple concept is far from easy. In this session, Carberry will talk about how to strengthen connections, improve collaboration, and increase value creation in alliances and beyond.

Steve Levine, PhD: The Living Heart Project

In the US, someone has a heart attack every 34 seconds. What if a virtual replica of your heart could be created, imitating its unique electrical impulses, muscle fiber contractions, and abnormalities? Valuable insights on human heart function could accelerate breakthroughs delivered to clinical practice. Dr. Levine will describe his methodology to unite the world's leading cardiovascular researchers, medical industry innovators, regulatory agencies, and practicing cardiologists on a shared mission to develop accurate personalized digital human heart models.

Tiffani Bova: “Growth IQ” and Partnering

Customers demand a seamless experience, regardless of who makes the sale. Profitable and sustainable business growth is top of mind in and around all industries. Alliance managers must develop their "Growth IQ" to meet today's business demands. Pulling from the 10 proven paths highlighted in her Wall Street Journal Best Seller book, Growth IQ: Get Smarter about the Choices that Will Make or Break Your Business, Bova will present customer-centric best practices and pivot points for partnering executives and their companies to consider.

Charles Onstott: Partnering to Help the US Government Move at Startup Speeds

Not known as an early adopter, many parts of the US government have been pushing for easier acquisition of new technology. SAIC, as a technology integrator, strives to help emerging technology companies expand into government business—and thereby bring valuable capabilities that benefit the government. Onstott plans to discuss SAIC’s partner engagement model, share lessons learned in establishing relationships with emerging technology companies, and provide examples of what worked and did not work well.

The 2019 ASAP Global Alliance Summit will take place March 11-13, 2019, at the Westin Fort Lauderdale Beach Resort in Fort Lauderdale, Florida. Platinum Sponsors of the event include Vantage Partners and WorkSpan. The Rhythm of Business is a Gold Sponsor. For more information and to register for the 2019 ASAP Global Alliance Summit, please visit http://asapsummit.org. To learn more, read the complete ASAP press release distributed via PRWeb and stay tuned for more of the ASAP Media team’s preview coverage of the Summit in Strategic Alliance magazines and on the ASAP Blog.

John M. DeWitt is a contributing writer and editor for ASAP Media. 

Tags:  2019 ASAP Global Alliance Summit  alliances  Business Ecosystems  Charles Onstott  Christine Carberry  collaborative ecosystems  Dassault Systemes  IBM  partner  SAIC  Salesforce  Steve Levine  Tiffani Bova  Value Chains 

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