The shift in technology buying trends favoring line-of-business leaders is having a significant impact on traditional partnering, reselling, and value-added services. With business buyers now leading or influencing 65 percent of new technology projects, partner business models that were built around product sales are struggling to stay relevant. Business leaders do not have the patience for generalists who are learning on the go and will pay more for specialty firms that have demonstrated success in the same or similar contexts.
Join this session to look at the future of channels, partnerships, and alliances, with guidance on how to:
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:
Partner Development Manager
Penny Wright, CA-AM
Global Channel Management
The sales team has leads and wants to integrate partners into its opportunity pipeline. The partners want to collaborate on their own opportunities. As program management, how can both goals be enabled when the strategy, lead/opportunity sharing model, and systems are antiquated? Without a clearly defined go-to-market plan that includes partners as part of the offerings, it won't go far. Even if there is a clear plan, it still takes money, resources, and alignment to work around the constraints, regardless of all the available out-of-the-box solutions. What can be done to continue to move the business needle?
In this interactive session, learn how the National Instruments Partner Program team established workarounds to some of the alignment and system constraints, and how the team is evolving partner and seller collaboration earlier in the buyer's journey to win business.
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:
Jeff Shuman, CSAP, PhD
The Rhythm of Business
Jan Twombly, CSAP
The Rhythm of Business
Be it MedTech, InfoTech, or FinTech, Technology + Partnering together are rewiring organizations, reshaping cultures—and redefining what it means to be a leader. Alliance and partnering professionals—the tip of the spear of collaborative leadership—must redefine their roles too: from managers of individual alliances or a portfolio of like partnerships to orchestrators of the partnering ecosystem, where the customer is at the center, there’s no boundary between your company and your partners, and collaborating is how work is done.
This session presents a five-point collaborative leader’s transformation agenda—a roadmap for creating a leadership system for a rapidly changing world in which business results are driven through partnering. Whether leading an organization, a team, or just yourself, learn from examples of how people and companies are challenging the culture and developing the systems, incentives, structures, and accountabilities to realize the value of Technology + Partnering.
Participants will be armed with data, stories, and practical, value-creating actions that will help them set their own transformation agendas, building a roadmap to:
Norma Watenpaugh, CSAP
CEO & Founding Principal
Phoenix Consulting Group
It's no secret that today's business environment is in a period of business transformation and disruption. How are companies responding? According to the latest IBM 2018 C-suite study, the highest performing companies are meeting the challenge by forming new business ecosystems that enable them to be responsive to change and to implement digital strategies. They also are addressing cultural challenges to embrace speed, agility, and change in order to collaborate effectively within those ecosystems.
This requires a new way of partnering. It's no longer possible to spend six months of business planning before launching, or to engage in a 100-page contract negotiation. That approach will result in the nimbler players gaining first mover advantage and it won't be you.
A faster, more responsive, more customer-centric approach is needed. In a word: Agile.
In this session, you will learn how to:
Jim Luna, CA-AM
Managing Director Strategic Alliances
Bernie Hannon, CSAP
Senior Director Strategic Alliances
Evidence of co-opetition is seen more than ever in today's market environment. The rapid pace of innovation, coupled with mergers and acquisitions (M&A's), can quickly turn companies with longstanding, strong alliances into competitors, seemingly overnight. Some respond by moving on and developing new partnerships while others work to evolve the alliance into one that finds win-win scenarios to pursue. Whether to remain partners and agree to cooperate in some areas while competing in others or to walk away altogether is a crucial step in the evolution of nearly any strategic alliance. In this session, participants will gain insight into how to approach the process of determining the best option by conducting a competitive strategy assessment using real-world examples. The assessment will include creating a "war room", conducting a SWOT (strengths, weaknesses, opportunities and threats) analysis, and utilizing a blueprint for creating and executing a strategy to transition from partner to competitor.
Aya Aker, CA-AM
Partnerships Development Manager
Chloe Shaw, CA-AM
Partnerships Strategy Manager
How can a 150-year-old institution, with deeply rooted traditions and structures, keep up with the ever-changing trends in business and technology? Cambridge Assessment, part of the University of Cambridge, was established in 1858. Today it is an international exams group that designs and delivers exams to over eight million learners every year. Cambridge Assessment and Speexx worked together to create high-standard English language training and assessment for the corporate sector that is virtual and customizable to individual needs. By partnering with a small, world-leading agile edtech company, Speexx, this institution was able to keep its traditional character in addition to meeting the evolving market needs of learners.
This union of two considerably different types of organizations doesn't come without its own challenges. This session will look at the cultural, organizational, and operational issues that were drowning the partnership, and how an alliance framework was implemented to save the alliance and create a solid foundation for bigger opportunities.
Come along to this interactive session with your open minds, questions, and critiques to:
Chief Information Officer
President & CEO
The ISO 44001 Collaboration Business Relationship Framework outlines and suggests standardized processes and techniques to effectively manage and control collaborative relationships among alliances and in partner ecosystems. Understanding the intricacies of ISO 44001 can be complicated. PAREXEL took the challenge and applied some of the best practices defined in the ISO 44001 to a newly formed alliance with Microsoft.
This interactive session will outline the specific areas where ISO 44001 segments and processes were implemented and applied to manage PAREXEL's complex technology relationship. PAREXEL will share the challenges faced in navigating the ISO 44001 methodology, including outlining the deliverables produced and how they were used to establish, organize, and manage the many facets of the partnership. Learn about which ISO 44001 segments and processes were applied in the operations and governance of this complicated alliance.
Participants are encouraged to share experiences in applying the ISO 44001 framework in their own partnerships. Primary takeaways include:
Parth Amin, CSAP
Bernie Hannon, CSAP
Senior Director Strategic Alliances
Leona Kral, CSAP
Senior Manager, Mobile Computing Partnerships
Steve Twait, CSAP
Vice President, Alliance Management and Integration Management (AIM)
However skilled alliance managers may be in managing business relationships, many continue to struggle when their organization's partnering capability is subpar. It's not because they did not want to implement improvements, but they did not have an effective tool for diagnosis and re-assessment—until now. The Association of Strategic Alliance Professionals, in collaboration with New Information Paradigms, has developed the Partner Capability Assessment Platform (PCAP), derived from the ISO 44001 Business Collaboration Standard and The ASAP Handbook of Alliance Management: A Practitioner's Guide.
Join this highly interactive discussion with cross-industry panelists who will share experiences in using the PCAP Multi-User Option to engage their organizations in providing input and driving change.
Senior Director, Business Development
Inna Powell, CA-AM
Senior Manager, Global Partner Strategy, Alliances & Channels
Driven by changing market conditions, introduction of new products and solutions, or by redefinition of the company, change is a constant. It is certain that companies and industries will constantly transform and that your company’s business is moving more rapidly this year and ideally will continue to hasten.
Over the last decade, customer service experience has been drastically transformed by Uber and Amazon, for example. Outside the workplace, consumers have come to expect personalized and simple experiences with processes delivered quickly and easily for what is needed. These experiences continue to shape the expectations of today’s workforce, leading partners to assume the same easily approachable level of service at work as they receive as consumers. In 2018, there was a turning point, and critical considerations needed to be made for any organization looking to attract and retain both customers and partners.
How do you continually transform your partner ecosystem to support your existing partnerships and build new ones, predict changes, and plan for the future?
In this session hear how Citrix and ServiceNow—each company with unique drivers for its transformation—took remarkably similar journeys to: