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How To Align Your Company for the Best Performance and Mileage

Posted By Cynthia B. Hanson, Thursday, December 3, 2015

We’ve all experienced misalignment at one time or another. Our car hits a pothole.  Suddenly, it’s pulling like a magnet to the median strip. What was once an easy “cruise control” ride has become repeated efforts of tugging the wheel to stay on track. Not to mention the cost associated with the less-efficient ride. 

In business, “we all experience that kind of organizational drag—not being in alignment with what you are trying to do in the field,” says LaVon Koerner, president and chief revenue officer at Revenue Storm. Koerner will be presenting a session on the topic, “Diagnose Internal Misalignment and Fine-Tune Your Partnership’s Value Creation Engine,” at the March 1–4, 2016, ASAP Global Alliance Summit “Partnering Everywhere: Expert Leadership for the Ecosystem,” at the Gaylord National Resort & Convention Center, National Harbor, Maryland, USA. 

“I do a lot of keynote speeches, and this is one of the popular topics I speak on around the world,” said the co-founder of the international sales training and consulting firm. “You have to align each alliance management partnereach has to be aligned with their own company before they can be aligned with another company. It’s like a marriage. If you don’t have your act together, and marry someone without their act together, you have a tragedy.”

The session will focus on how to diagnose alignment or engine problems so participants can identify where they are off-kilter, consider the causes and cures, and determine the best tools for fixing the problems. “We will show them how much organizational drag they have, and we will give them a number,” he said. “The role of a leader today is to create a fine-tuned acceleration engine. I will be walking them through that engine. We want the power of the company internally to be aligned behind the power of the sales force externally.”

How often do we see organizations training people to do one thing and paying them to do something else? he asked rhetorically. “A lot,” he replied, while pulling another analogy from his hat.

“You have songwriters and singers, scriptwriters and actors: The scriptwriters don’t do their own acting, and the best singers in the world don’t write their own songs. The reason a lot of customers are not dancing is because the singers and actors don’t have the music,” he added. “The people in the field are not the scriptwriters and songwriters, they are the singers and actors. They need to be supported, and that is called alignment.”

The secret to a smooth running company vehicle? Align to a common strategy, he divulged. “Once you are aligned to a specific strategy, you are aligned to each other. “

Here’s a tip from Koerner’s “Blue Book” of value. There are four strategies you can align to:

  • Transactional approach to market
  • Process approach to market
  • Business-oriented company
  • Partnering relationship to customers

Pick one of the four from which to operate, he advised. But that’s a huge topic for another day, one he promised to probe at length in his Summit session. 

To learn more about Koerner’s session and others on a diversity of topics critical to partnering and alliance practice—and to register for the March 1-4, 2016 ASAP Global Alliance Summit before Early Bird Rates end—Click here  

Tags:  2016 ASAP Global Alliance Summit  align  alliances  business-oriented  LaVon Koerner  misalignment  partnering relationship  partners  process approach  Revenue Storm  strategy  Transactional approach 

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Partnering Goes Interplanetary—in the Pages of Strategic Alliance Magazine and onstage at the 2015 ASAP Global Alliance Summit

Posted By John W. DeWitt, Wednesday, February 18, 2015

[Excerpted from the forthcoming Q1 2015 Strategic Alliance Magazine]

 

What I enjoy most about the ASAP community is its raw intellectual rigor. It’s a real-life university on the leading edge of business practice—where the average grade is just 53%, based on success rates. It takes big thinking, by big thinkers—as well as professorial attention to the minutest detail—to succeed in the world of partnering, alliance management, and business collaboration.

 

Big ideas and the brains behind them converge in the pages of Strategic Alliance Magazine, at ASAP’s chapter and online events, and most powerfully at the annual ASAP Global Alliance Summit. As magazine publisher, moderator of many online events for ASAP, and frequent blogger on this site, I’ve gotten a good preview of what our community’s leading thinkers and practitioners will be talking about March 2-5 in Orlando. Two key discussion threads:

 

1. Strategy, sales, and revenue. Now partnering often gets its full due in “build, buy, or ally?” strategic decisions. But that puts alliance and partnering executives (many who also work in merger integration) on the spot: partnerships must deliver the goods and much more consistently fulfill their strategic intent. Yes, our well-developed alliance management practices and toolkits still matter, say Jan Twombly, CSAP, and Jeff Shuman, CSAP, Ph.D., in their January ASAP webinar and forthcoming summit session. But, they argue, our minds, skills, and tools must be leveraged much more strategically to improve our success managing mission-critical alliances, partner portfolios, and ecosystems. And what they say can be done. In one real-life case study about pushing alliance practice to that strategic level, Mission Pharmacal President Terry Herring will talk about restructuring a family-owned pharma company into a partnering—and sales—powerhouse.

 

Indeed, sales and revenue matter more than ever to alliance executives—and conversely, business development and sales are rapidly morphing into highly collaborative functions that require business skills long since honed by the alliance management profession. In recent ASAP webinars and Strategic Alliance Magazine articles, Norma Watenpaugh, CSAP, and Dede Haas, CSAP, have honed in on the rapid convergence of practice between alliance and channel sales management—and Haas will join Ann Trampas, CSAP, to share their latest findings during a special 90-minute workshop at the summit.  

 

2. Entrepreneurial business models and complex collaborations. Multiparty and coopetition alliances, cross-sector partnering, ecosystem management, and other sorts of complex, multiplayer collaborative models come to the fore at this year’s summit. These aren’t just big concepts—we’re now in the thick of actually managing (with increasing sophistication) these highly complex and chaotic types of partnering models. Two keynotes and multiple summit sessions delve deeply into cutting-edge models and how they play out in practice. Talk about big thinking: How about multi-party, multi-sector, coopetition partnerships tackling global health challenges—and government partnering with entrepreneurs to send tourists and asteroid miners into space?

 

Partnering and alliance management are truly in the thick of the fray in business—and the prominence of our role continues to grow in our companies and organizations. That’s why learning and events in the ASAP community remain so vital and relevant to our daily work. We, the professors and student-practitioners of partnering and alliance management, must keep on our toes—with one eye on the big picture and one focused on each pixel. Or you can bet some really smart millennial or entrepreneur will be stomping our toes and filling our shoes.

 

About the 2015 ASAP Global Alliance Summit

Held this year on March 2-5 at Hyatt Regency Orlando, the annual ASAP Global Alliance Summit is the world’s largest gathering of alliance, partnering, and business collaboration professionals. For more information or to register for this year’s summit, visit www.asapweb.org/summit. And be sure to visit this blog frequently during and after the Summit for the ASAP Media team’s live blog coverage of many event sessions.

Tags:  alliance management  ASAP Global Alliance Summit  collaboration  Dede Haas  Entrepreneurial  Jan Twombly  Jeff Shuman  Norma Watenpaugh  partnering  Strategic Alliance Magazine  Strategy 

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