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Huawei’s Strategy for Partnering Success (Part One): Tapping into the ASAP Community’s Best Practices, Professional Development, and Tools

Posted By Genevieve Fraser, Monday, March 5, 2018
Updated: Saturday, March 3, 2018

Decades before Greg Fox, CSAP, assumed his current position as vice president of strategic alliances at Huawei Technologies, headquartered in Shenzhen, Guangdong, China, he held senior strategy, channels, sales, alliance management, marketing, product management, and business development positions at Citrix, Cisco, Novell, and HPE. For the past two years, Fox has lead Huawei’s efforts to build information and communications technologies (ICT) industry-leading alliance management competencies and global partnering capabilities. Today, Huawei Technologies is the largest telecommunications equipment manufacturer in the world.

 

“Having a strategic alliance background has provided a competitive edge with prospective partners. In fact, strategic alliances are quickly becoming a core part of the Huawei culture and an embedded part of our business strategy,” Fox stated.

 

“And with Huawei’s global market leadership in key markets involving carrier, consumer, enterprise and now cloud, many companies want to do business with us for mutual business advantage. It is a nice problem to have, but that makes it ever more important that we do partnerships the right way, and we set them up for the long-term,” he explained.

 

Given the magnitude and scope of their current level of partnerships, Huawei has developed a tier-one companywide process called Manage Alliance Relationship (MAR) that focuses exclusively on managing the alliance relationship process. This includes traditional 1:1 alliances, as well as managing one to many and many to many partnerships.

 

As Huawei has adopted many of ASAP’s best practices and tools for partner evaluation, recruitment, and on-boarding, the alliance management organization has created many templates within the MAR process. These templates and tools are actively used in every current or prospective strategic partnership and have afforded Huawei a competitive edge in cultivating its growing portfolio of partnerships.

 

“We have a straightforward approach outlined by a five-step process to executing mutually profitable partnerships and as we follow this, we feel that we can improve the odds of success and ensure that all parties profit,” Fox said.

 

“The first step involves partners agreeing on a common set of objectives and a strategy for achieving them and being clear on what all sides get from the alliance. Next, partners must write out a business plan, including determining who is our customer, why will they buy from us, and what is our expected ROI [return on investment]. Third, partners must install governance structures that assign key responsibilities, clarifying who is responsible for what, and which has an identified sponsor who is senior enough to mobilize resources and change course if things go off track,” he said.

 

“Step four involves creating proper incentives for both the direct sales force and indirect channel, with compensation designed to get all parties to make the alliance a priority. And finally, every partnership should be flexible, and alliances must be reviewed quarterly to help leaders respond to changing business conditions,” Fox explained.

 

The five steps are not performed once and then set aside. Instead they are done in an iterative loop, where processes are refined, and targets regularly adjusted as needed, based on every changing competitive environment.

 

To learn more about Huawei’s partnering efforts, see Part Two of this blog as well as Genevieve Fraser’s Member Spotlight in the Q4 2017 issue of Strategic Alliance Magazine. Greg Fox also co-presented, with Andrew Yeomans, CSAP, of Merck Serono, the January 18, 2018 ASAP Netcast webinar “Building the Engines of Collaboration Inside and Beyond the Borders of Mainland China.”

Tags:  alliance management  business development  channels  Cisco  Citrix  cloud  governance structures  Greg Fox  HPE  Huawei Technologies  manage alliance relationship  marketing  Novell  partnerships  product management  sales  strategic alliances  strategy 

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ASAP Summit Spotlight Leadership Forum Highlights Exceptional Contributions: Part 3—From Great Platforms to Epiphanies

Posted By Cynthia B. Hanson, Thursday, August 17, 2017
Updated: Tuesday, August 15, 2017

The following is a continuation from Part 2 of the ASAP Summit Spotlight Leadership Forum Q&A Panel session, which took place last March at the 2017 ASAP Global Alliance Summit “Profit, Innovation, and Value for the Part­nering Enterprise,” held in San Diego, Calif. 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. 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.  After DeWitt finished his questions, the audience jumped in with their own, one of which is included at the end of this post. 

Describe the greatest epiphany of your career, something that changed your worldview and made you a better executive or leader.

Maria: This was definitely an epiphany: I started working in the supply chain and felt like I was always in the trunk and someone else was driving. I wanted to get in the car. I had more value to give. I then tried product management and was lucky to work for a small division in telecom. I felt like a high tech janitor. And when you try to do everything, you don’t really do anything right to some degree. But in the end, that was all great training ground. My most challenging job, the one I didn’t like the most, was the most beneficial.

Chris: When you do the drug discovery business, 20 to 30 new drugs are approved each year. The more I stepped back, the more I realized my passion was about connecting and empowering rather than being an adventurer and discoverer. I began looking for ways to impact the company, writing strategies on how to create this hub, referring to how to move things along. And advancing the technology to beat cancer I get such joy out of being part of that.

Kevin: I worked for IBM and became one of the glorified gophers for the chairman’s office. Years later, I was sitting in a boardroom seeing a patient system that was broken. It was just so bad. It was a great and fabulous company, but at that point, I realized I wanted to go somewhere smaller.

Maria, FlexPod is a platform. Solutions die very quickly. You created a platform that was able to evolve, and you won an ASAP award several years ago because you took the time to get it right.

Maria: At NetApp, we do it similarly to what Kevin has described [see Part 2 of this blog series]. We step back, ask “what is the value we are delivering,” and hold ourselves to a higher level of thinking.

Celine: I would advocate to go faster and refrain from overthinking. In pharma, every step becomes huge and complicated. It’s as if it feeds itself with its own complexity. We spend more time building than actually doing it. It’s important to realize when perfection is needed, and when it is not.

Audience question from Luna of Belgium: How do you organize this? I understand that purpose, mastery, and a sense of perfection need to be everywhere. But do you create mastery throughout the organization, or do you create the silo for really good professionals? What is the tradeoff between mastery and autonomy? The silo is so natural for pharma.

Chris: Bayer went through a transformation of its alliance structure years ago. There are other parts of the organization in alliance management, and now we are starting to develop best practices and work with them. There are different frameworks within the organization. We’ve also started talking about rolling out trainings that we think are valuable for this transformation.

Maria: I work for companies where alliances are spread out, corporate strategic alliances are all over the map. HP brought the question to a leadership council and surveyed top strategic alliances. At the end of the day, [leadership recognized that] we need to stop having four to five people calling us from your company, and the decision they made was to pick new patterns from a management standpoint. It’s very different to manage everything strategically.

Kevin: It shouldn’t just be executives making decisions. You want to find the right people who have a great viewpoint, such as a systems engineer, and you pull them in. You need to find the knowledge workers to help your collaboration. You have to find the right people. Executives are not looking at all of the details every day.

Celine: There’s often a long debate in companies about quality belonging to the quality department. Actually, quality belongs to everyone who wants to own it. Co-create the purpose. It’s attractive to be co-owned. Anyone who feels they can contribute to the way we work is welcome. Boundaries become less important. What is important is how motivated and connected people are in the organization. Instead of appointing teams, we called for volunteers and asked why they wanted to lead the change initiative. We ended up with a team of 25. The jury, which is made up of half volunteers and half leaders, needed to focus on emotional intelligence and a willingness to help. It’s a peer-to-peer network. People want to make a difference. When you tap into this pool, you achieve miracles.

This concludes ASAP Media’s three-blog series covering the Spotlight Leadership Forum Q&A. You can read Part 1 and Part 2 here.  http://membersstrategicalliances.site-ym.com/blogpost/1143942/ASAP-Blog

Tags:  alliances  Bayer  BeyondTrust  Celine Schillinger  Chris Haskell  frameworks  Kevin Hickey  Maria Olson  NetApp  network  product management  Sanofi Pasteur  strategic alliances 

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