Nancy Breiman, CSAP
Director, Global VMware Alliance
Charli Francis, CA-AM
Talent and Operations Leader, Global Electronics Industry
Alliance professionals are immersed in the day-to-day running of alliances, so how can sales teams be leveraged to help identify the next big alliance? Sales teams can help to fill gaps from a product portfolio perspective or respond, out of strategic necessity, to market dynamics, new growth opportunities, and changing partner models. This session will explore how IBM is engaging its sales teams to identify, qualify, and nurture new alliances by combining clients' unique core capabilities with IBM's growth technologies around cloud, IBM Watson, and blockchain.
This interactive session will include specific use case examples from a perspective outside of alliance management focused on the responsibilities of supporting a large sales team and customer base globally. Hear real-life examples of how client/partners have transformed and grown their businesses and leveraged joint solutions developed with IBM. Learn about methodologies and processes that help accelerate the exploration of top joint-solution areas and create mutual agreement upon which to build the foundation of a new partnership. Participants will take away:
Steve Courtney, PhD
Senior Vice President, Global Alliance Management
Christoph Huwe, CSAP, PhD
Strategic Alliance Manager Therapeutics
Bayer AG Pharmaceuticals
In spite of a detailed pre-alliance analysis and a well-prepared launch phase, teams with a relatively low alliance capability level might initially miss both partnership goals and operational goals.
Based on the success of the first alliance between Bayer and Evotec (ASAP Alliance Excellence Award Finalist 2017), a second alliance in another research area was initiated with different sites and teams involved. An analysis revealed a comparably low alliance capability level. As a result, additional steps were taken in advance to prepare the organizations before the kick-off. Nevertheless, early survey results indicated suboptimal trust and collaborative behavior among the alliance teams. Moreover, during the first full year the operational alliance goals were missed. As a consequence, alliance management implemented several measures that contributed to a significant improvement of the collaborative behavior among the teams, enabling them to reach the operational alliance goals during the second year.
In this joint session the presenters will demonstrate: