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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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‘Like Putting Together a Puzzle’: IBM Execs Tackle Cyber Security Concerns of Multi-Party Alliances in 2018 ASAP Tech Partner Forum Keynote

Posted By Cynthia B. Hanson, Friday, November 2, 2018
Updated: Wednesday, October 31, 2018

Threat factors are a growing concern for alliance managers coordinating multi-party, multi-industry collaborations. They need to consider the potential new channels created by their complexity, such as shared information and data. That message was woven into the keynote address “Cyber Security Ecosystem Meets the Customer Experience” presented by Mitch Mayne, public information officer at IBM, and Wendi Whitmore, global lead for IBM’s X-Force Incident Response and Intelligence Services (IRIS), at the 2018 ASAP Tech Partner Forum, “Reimaging Part­nering in a Disruptive World,” on October 17, at the Four Points by Sheraton, San Jose Airport, San Jose, California.

IBM has streamlined two separate cyber security response teams: one that deals with major security breaches and another that focuses on threat intelligence, detection, and response. The teams are oriented toward both internal and external communications in the event of a major pandemic cyber attack, the speakers explained. IBM is partnering extensively with more than 200 companies on cyber security response “through shared relationships with private and public companies,” explained Mayne. “Cyber security is a lot like putting together a puzzle. No one team has all the pieces. Our system helps us better protect clients and ourselves, and increases the speed of response.”

He then introduced IBM’s Cyber Range, an immersive, lifelike environment, based in Cambridge, Massachusetts, for simulating a breach. The Cyber Range teaches about appropriate, timely responsiveness by taking attendees through an actual breach that includes answering multiple ringing phone calls from the press and FBI. The program drives home the importance of having an integrated plan and a responsive, educated company culture.

The hand’s on teaching tool includes actual technology that “responders would be using. What the range is really fast at is increasing communications and awareness between groups,” Whitmore said.

Best practices are shared between teams, such as coordinating the split-second communication needs of executives with the slower pace of tech teams, which must compile and analyze large volumes of data. For example, the C-suite needs to understand why it could take four hours or even three days to assess data, she explained further. “It really increases perspective, and we have seen organizations really transformed by the process.”

It’s about building a cyber security culture within the company, Mayne added. Additionally, the Cyber Range instructs on the dos and don’ts of how and what to communicate to the press, clients, and internally: “How do you manage them during a breach?” He then provided some tips:

  • Have a holding statement prepared in advance that could cover a variety of incidents and you can release at a moment’s notice.
  • Let employees know ahead of time what is acceptable to say and do.
  • Do not speculate: Release only factual information and shows you have command of the situation.

In October, IBM plans to unveil the next level of the Cyber Range.  The Mobile Range will visit the National Mall in Washington, D.C., universities on the US east coast, and Europe in January.

During the Q&A session, an attendee described having just signed a multi-party contract with extensive language on cyber security response responsibilities.

“You have to ask your partners, ‘Do you have a plan in place if something like this were to happen?’” Mayne replied.

In another question, someone pointed out that compartmentalization helps with security, but then asked, “How do we partner and make sure these things are worked through?”

“Compartmentalization has created a lot of the problem,” replied Whitmore. “The more you can have increased communication between the stakeholders, the better your chance that you can quickly work through these scenarios.”

See more of the ASAP Media team’s coverage of the 2018 ASAP Tech Partner Forum on the ASAP Blog at www.strategic-alliances.org. Learn more about the 2018 ASAP Tech Partner Forum at http://asaptechforum.org

Tags:  2018 ASAP Tech Partner Forum  Channels  communication  Customer Experience Mitch Mayne  Cyber Security  Disruptive World  Ecosystem  IBM  IRIS  Mobile Range  partner  partnering  shared information and data  stakeholders  Wendi Whitmore  X-Force Incident Response and Intelligence Service 

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