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Finalists and Winners Share the Accolades at Upbeat 2018 Alliance Excellence Awards Ceremony

Posted By Cynthia B. Hanson, Wednesday, March 28, 2018

Celebrating hard work, innovation, generous contributions to society, volunteer time, and other accomplishments, ASAP lauded several companies and partnerships at the 2018 ASAP Alliance Excellence Awards on March 26 during the ASAP Global Alliance Summit, “Propelling Partnering for the On-Demand World: New Perspectives + Proven Practices for Collaborative Business,” in Fort Lauderdale, Florida, USA.

“All of our finalists are winners. They really are” through their thoughtful engagement, documentation, and impressive submissions, said Michael Leonetti, CSAP, president and CEO of ASAP. “It’s so difficult to select” a winner from such an outstanding pool of finalists, he then observed.

Referring to the 20th anniversary of ASAP’s beginnings, Norma Watenpaugh, CSAP, ASAP Advisory Board member and founding principal of Phoenix Consulting Group, provided some history about the first ASAP awards ceremony in 2001 and the evolution of the judging process. An “old-timer” and chair of the Excellence Awards Committee, she joined the judging process in 2003. “Some have been on the committee from the beginning of time, some are new recruits—reading, scoring, and deciding on nominees. They represent different industries,” she explained. What originally started as one lone awards category in 2001 evolved into multiple awards, which were captured at the ceremony by five of nine finalists for their exceptional contributions:

The Alliance Program Excellence Award, presented to organizations instilling the capability to consistently implement and manage alliance portfolios and demonstrate success of those alliances over time, was given to pharmaceutical Amgen for its exceptional biopharma alliance program. Secured by three pillars, the program delineates clear roles and alignment of strategic objectives and value drivers through a partnership; ensures best practice execution on every alliance through an alliance kickoff and playbook; optimizes oversight of Amgen’s alliance portfolio.

The Individual Alliance Excellence Award, presented to a specific alliance for excellence in planning, implementation, and resultseither between two companies or multiple organizationsfor instituting practices, tools, and methodologies in support of successful formation and management, was given to pharmaceutical partners MSD and Julphar for the formation of the DUNES alliance. The alliance serves seven therapeutic areas for six countries in the Middle East and North Africa (MENA) region, a challenging area of the world for business development. “Alliances aren’t business as usual in that part of the world, and MSD-Julphar opened new doors,” commented Watenpaugh when presenting the award.

Two Innovative Best Alliance Practice Awards, presented to a company for individual alliance management tools, functions, methods, or processes that have made an immediate and powerful impact on the organization and/or discipline of alliance management, were given to pharmaceuticals MedImmune and Shire “for their big-picture view in their portfolio of alliances.” The high-impact tool or process used must show results, such as easing management, saving costs, increasing speed, and/or growing revenue. Medimmune received the award for an alliance information management system and dashboard reporting tools that enable widespread visibility of alliance performance in near-real time, including consolidation of alliance data that provides visibility across the organization. Shire received the award for introducing a new best practice for partner crisis to manage stakeholders through a crisis situation. The system was originally developed to help navigate a merger; it has since been tested and validated for several additional applications.

The Alliance for Corporate Social Responsibility Award is presented to companies that demonstrate a profound, measurable, and positive social impact, with the principal objective social impact, not profit—although profit, especially if used to fund program expansion, is not discouraged. This year’s award was given to Cisco Systems and Dimension Data. The companies banded together for their 25-year celebration of alliance success by kicking off 25 projects focused on creating social good, which resulted in a record year for the partnership.

Not to be forgotten for their exceptional contributions, Leonetti also presented several Chapter Excellence Awards to members who have gone above and beyond in volunteer time organizing quality events within a local geography “because they love what they do.” The New England, French, Midwest (honorable mention), and Research Triangle Park chapters received awards for their use of best practices, development of relationships in the community, strong commitment, exceptional programming, and an array of additional contributions. Leonetti then extended special thanks to Becky Lockwood, CSAP, leader of the ASAP Chapter Presidents Council, for her leadership in organizing and keeping the chapter work effectively and smoothly flowing. 

Tags:  2018 ASAP Alliance Excellence Awards  Amgen  biopharma alliance program  Cisco Systems  collaboration  dashboard  Dimension Data  DUNES alliance  Julphar  MedImmune  MSD  partnership  Shire 

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The Beatles, Alliances in the C-Suite, and a Company Built on Strategic Partnerships (Part 1): Citrix Chief Marketing Officer Kicks off the ASAP Global Alliance Summit

Posted By John W. DeWitt, Tuesday, March 27, 2018

“Our entire business is predicated on ‘any-ness,’ so we recognize you can’t go it alone,” said Tim Minahan, senior vice president of business strategy and chief marketing officer of Citrix and the keynote speaker at the Tuesday, March 27 opening session of the 2018 ASAP Global Alliance Summit. “Citrix was founded 29 years ago [and] has built its entire business on nurturing and fostering strategic alliances and strategic channel relationships. We have dozens of alliances today and nearly ten thousand channel partners that are building entire businesses atop of Citrix.”

Minahan took the stage after opening comments from ASAP President and CEO Michael Leonetti, CSAP, and an introduction by ASAP Chairman Brooke Paige, CSAP, vice president of alliance management at Pear Therapeutics. Leonetti emphasized to a jam-packed ballroom how, historically, more than half of alliances fail or fail to deliver—but today, “we’ve reversed that trend of alliance failure,”  citing ASAP and other research data indicating “those organizations that have implemented ASAP best practices, and have certified practitioners, are able to achieve up to 80% success rates.” The recent ASAP 6th State of the Alliance research study, he added, “shows that alliances that use best practices make more money. That was something intuitively known for a long time in the ASAP community, but now the data show it as well.”

Leonetti emphasized—and Minahan exemplified—that today, alliance management has a seat at the leadership table and correspondingly, the C-suite itself better understands, is more engaged, and more than ever emphasizes business collaboration and partnering strategy to drive growth, innovate, and deliver better experience and value to customers. Leonetti clicked to a slide citing a slew of business research studies “since 2014 that consistently say CEOs now get it” and rely upon “new strategic alliances for growth, innovation, and go-to-market.” Indeed, “KPMG’s CEO Outlook study in 2016 said 40 percent of CEOs believe we need to move alliances to the C-level.”

For the ASAP community, this advance—of partnering as profession and alliances as core to company strategy—has been a two-decade journey. This year ASAP celebrates the 20th anniversary of its founding. (See the Q2 2018 issue of Strategic Alliance Magazine for a look back at ASAP’s formative years.) Leonetti did a shout out to ASAP’s Founding Chairman Robert Porter Lynch, CSAP, asking him to stand up and be recognized. “Talk about a visionary,” Leonetti exulted as the audience enthusiastically applauded Lynch. “We appreciate everything you’ve done, Robert.”

Leonetti concluded his comments by emphasizing, “We really need a vibrant community. Engagement is the key to our growth. We have the tools, the people, and we have the attention of every CEO. The table is set.”

To introduce the keynoter, Leonetti invited the ASAP chairman to the stage, recalling that he and Paige both “started in ASAP in 2003. Brooke is now VP at Pear Therapeutics. Brooke has worked with companies with 80,000 people and now, I think, with 50.”

Paige took the handoff. “Here at ASAP we love to talk about the ASAP family, a close community of alliance practitioners. But the question is, what kind of family are we?” she asked. “I was talking to my teenage stepson about alliance management, describing what we do. I said sometimes we see things way ahead in the future that others don’t see. Sometimes we’re dealing with a derailment of a partnership and helping to fix it. Sometimes we’re doing things that nobody else sees. My stepson said it sounds like alliance managers are superheroes,” she said, clicking to a slide with images from recent Marvel comics movies, then to the next slide with the headline on the front page of Superman’s Daily Planet: “Alliance Managers Save the World!”

Paige then introduced Minahan, an English and political science major and graduate of the Kellogg School of Management’s Chief Marketing Officer Program, who joined $3.2 billion Citrix about two years ago. Minahan framed his presentation around the theme of “everything I ever needed to know about strategic alliances I learned from the Beatles.”

Read more of Minahan’s comments—and alliance management insights he derived from Beatles songs—in Part 2 of this blog post.

Tags:  alliance managers  Brooke Paige  Citrix  Michael Leonetti  partnership  Pear Therapeutics  Tim Minahan 

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7 Habits of Highly Effective Alliance Managers

Posted By Kimberly Miller, Wednesday, January 10, 2018

Donna Peek, CSAP, vice president, global alliances at Genpact shares her views of what the seven habits of highly effective alliance managers. These habits include being curious, conflict management, organization and political savvy, influencing without authority, entrepreneurial mindset, leadership and change management, and execution. ASAP is the go-to-community for partnership and alliance success to find out more visit www.strategic-alliances.org

Tags:  alliance managers  change management  collaboration  conflict manangement  Donna Peek  Genpact  partnership  political savvy 

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Dassault Systèmes: Out-of-the-Box Thinking in Three-Dimensional Design

Posted By Cynthia B. Hanson, Tuesday, December 19, 2017

Dassault Systèmes in Vélizy-Villacou­blay, Paris, France,  is a leader in three-dimensional design, visualization, and collabo­rative solutions that help customers define, simulate, and demonstrate their products in the virtual experience space. Michael Moser, global alliances network collaboration manager at Dassault Systèmes, recently shared his perspective on innovation, creativity, and out-of-the-box thinking in the  soon-to-be-published Q4 Strategic Alliance Magazine cover story “Giving Birth to Innovation: The Brain Child of Out-of-the-Box Thinking.” The following Q&A is a continuation of the discussion.

What foundations do partnerships need to successfully innovate and create?

An alliance needs to be defined in terms of aligned strategy, shared objectives, a joint value proposition, and a set of guidelines that define the working together. A framework is put into place to protect the interest of either party, but there is risk that this may be considered as too limiting. In this case, I advise to focus on the original purpose of the partnership—probably defined in the early partnership definition phases—that needs to be tested and proven in the real world. What is more inspiring than focusing on a joint solution, to address a business challenge for a mutual customer or user group? With this setting, the alliance partners can unleash their full creativity for defining, developing, and marketing this joint solution.

Relate an experience you have had where out-of-the-box thinking resulted in problem solving and/or a better project outcome.

Here is an example of a very small technology partner that integrated its solution to enable testing of assembly situations in manufacturing in our platform. In this application, a real “operator” person enters the virtual world of a simulated factory environment to try out manipulations on virtual production models. Without a dedicated marketing department, they had the permanent issue of creating awareness of their solution offering, which is highly specific and needs to be positioned properly versus competitive solutions. We worked with the partner to create a partnership solution video, which is short and fit for social media use. The video summarizes the solution value (unique immersion into a virtual 3D world) and three functional benefits in a simple and upbeat way. We shared it on You Tube, Facebook, Twitter, Google+, LinkedIn. Targeted salespeople can get the message via their attention to social media.

What do alliance managers need to know when engaged in multi-party innovation?

First, ensure that communication is not lost in silos, e.g., in individual mailboxes. Propose a platform-based communication/collaboration hub. Work in digital communities, where exchanges are logged and can be found and retrieved by all participants. Governance of the multi-party alliances also needs to be done on the platform. Ideally, the status is depicted in online dashboards. Rather than clarifying a strategic fit in a unilateral one-to-one alliance, a multi-party environment is more challenging in terms of ensuring that everyone’s interest is understood and taken into account. Mutual interest is mandatory for mutual participation in the collaboration process. The alliance manager needs to live up to the challenge of balancing these interests, at best through a mix of a formal process and informal social practices. Animating the multi-party alliance also is an important role of the alliance manager.

What are some creative ways Dassault collaborates with customers?

There are many ways we try to capture customer feedback.

Pilots: New disruptive solution approaches are often launched with a set of selected pilot customers to test concept alternatives and fine-tune the applications before a general release. The users are the best source of telling the value an application provides to solve their business challenges. Their feedback on their usage of our software is essential for providing a better experience.

Playground: In many Dassault Systèmes offices as part of the EBC (Executive Briefing Center) initiatives, we have implemented demonstration spaces where we show experiences in various domains, often specific to an industry, always addressing a specific use case. Visitors can be immersed in these experiences, and we extract their perception of the value. This way we can test solutions—even prior to their release to the market—in order to learn and improve.

User Days: Our brands invite their specific user community to events in the local geography, with the objective to pass information to them. But also to get feedback on their perception of our software and to hear their questions and propositions on what could be improved.

Digital Communities: Each brand has one or several communities in dedicated domains, which host a specific audience of users. Digital communities are a way to harvest user feedback in addition to the physical meetings—by surveys and from discussions that occur online.

Videos on Social Media: Publishing video content on the known social media platforms, centered on You Tube, has become a major communication strategy for Dassault Systèmes. 

Tags:  alliance manager  alliances  collaborations  communication  creativity  Dassault Systèmes  governance  innovation  Michael Moser  multi-party alliance¬  out-of-the-box thinking  partnership  virtual world 

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ASAP Summit Spotlight Leadership Forum Highlights Exceptional Contributions: Part 1—Inspiring a Movement for Change Within Your Company

Posted By Cynthia B. Hanson, Tuesday, August 15, 2017

Every day, alliance managers work diligently to advance concepts, innovations, or products for the marketplace: self-driving cars to reduce road hazards and deaths; new drugs to promote healing and lessen suffering; technological breakthroughs to minimize energy use and reduce global warming. ASAP believes these managers deserve to be highlighted for their remarkable accomplishments, which is why the association held a Summit Spotlight Leadership Forum Q&A Panel session last March at the 2017 ASAP Global Alliance Summit “Profit, Innovation, and Value for the Part­nering Enterprise,” Feb. 28-March 2, held in San Diego, San Diego, Calif. The session was moderated by John W. DeWitt, CEO of JW DeWitt Business Communications and publisher and editor of ASAP Media and Strategic Alliance Magazine. Highlighted on the podium for their exceptional company contributions were Celine Schillinger of Sanofi Pasteur; Chris Haskell of Bayer; Maria Olson of NetApp; and Kevin Hickey of BeyondTrust. In Part 1 of this three part series, DeWitt directs the first question to Schillinger, who spearheaded a movement at Sanofi Pasteur that led to cultural changes and a progressive alliance with The Synergist. The win-win partnership also led to receipt of the ASAP Alliances for Social Responsibility Alliance Excellence Award for “Break Dengue.”

Celine, how did you get the inspiration to drive a people’s movement within your company?

Celine: It started with feelings we often don’t talk about in the workplace, such as anger and frustration. That can serve as an impulse to push you to the next level. It can serve to push and challenge the status quo. The first people’s movement started by chance—it was to foster diversity. I had such wonderful talented people around me, and that lack of diversity was affecting the people and the company itself. I thought, “I have got to do something, even if it’s just a small step. If I just complain, it will not go anywhere.” I realized I catalyzed something that no one was addressing. It came as a big surprise—I never thought something like that would happen. It changed my life and career, and I am very grateful for the company that enabled me to do that. It wasn’t easy for them or for me. I know I’ve been a pain in the neck—sometimes we are human, we don’t like to change things that seem to be working. But it’s our role to push and to trigger change. If we don’t do it, no one will do it.

How did you get executive buy in?

Celine: It doesn’t happen overnight, for sure. You have got to focus on your purpose and the ways to reach your purpose. When you start, you don’t have a budget or department, but connections have a value. Look where there are pockets of energy, and have deep conversations about your purpose. If you have deep connections that build up, you become a force. Mastering communications in your marketing will make you unavoidable to leadership. We also did things under the radar. Seek validation. Build connections. The company then will begin to see you as an opportunity. The first reaction was mockery about our being a feminist group. But when we got an award for the company, and then another, they realized we were an opportunity for them to shine. We said: “Welcome. We will be much stronger with you.” And don’t forget to work on yourself.  Be inclusive, be inclusive all the time.

Chris: Your point about having a vision [is valuable]—you can then tailor it to your customer. The [vision] incubator is also a response to frustration. In our case, we went from project manager to partnering. It was so frustrating because the home office couldn’t see the value. We tried to show them that this [vision] they didn’t act on can become valuable. That’s exactly what they don’t want to hear. So you need to create a model with autonomy and control. Create buy in for management in this case so they can see the long-term vision. A CEO at the time gave official buy in. He said, “I don’t know what will come of this. Just don’t hurt the little companies.” I will close with the fact that we had a value proposal that was a four-year plan that highlighted to the community that didn’t know us that we were of value. What we found is that the opposition eventually came back with opportunities to expand this.

Maria: You have to be connected and passionate for your cause. Executives need to know how you believe. Then you have to show them how to get there. That’s when they get confident. If you really want to do a big partnership or alliance, you need to believe in it because, if you don’t, no one else will.

ASAP Media’s coverage of the Summit Spotlight Leadership Forum Q&A continues in Part 2. 

Tags:  alliance  alliance managers  Bayer  Celine Schillinger  Chris Haskell  communications  Maria Olson  NetApp  partnering  partnership  Sanofi Pasteur  win-win partnerships 

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