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Alliance Situation Room: How To Stay Cool and Keep Smiling When You’re In The Hot Seat
Subhojit RoyeHead of Alliances
Infosys BPO Limited
Session 604, Naples 1-3
Track: Developing the Capability
2013 ASAP Global Alliance SummitGaylord Palms Hotel, Orlando, FL
Wednesday, March 6, 2013, 11:30am – 12:15pm
A day in the life of an alliance manager is so difficult to predict. Do you ever feel like you’re a lone gladiator in the ring with the lions? Or, like you’re always in the hot seat? Welcome to another episode of Alliance Situation Room. With everyone watching your every move, you need to do the right thing—but what is it? How will you respond when you’ve got a “situation” on your hands and that seat you’re in, starts to heat up? This session will present some simple strategies to prepare you for the many events and transactions you’ll see every day as an alliance manager. Using SMILES, a simple report format employed at Infosys BPO, participants will learn about:
• Switching from a strategic focus to the operational or tactical level (sometimes multiple times in a single day, or even a single meeting)
• Categorizing events, and knowing what are the best next steps • Documenting and reviewing your performance
Session Description
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Situation Room…in life of an Alliance ManagerTransactions, transactions, transactions….
…and of so many types!
The White House Situation Room, newly refurbished …as on December 2006
But how do I find a method in the
madness?
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Developing alliance capability using simple concepts?
1. Who am I?2. What role do I play?3. What game am I
playing?4. How do I play well?
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Who am I?
As an alliance manager:• What do I think of myself?• What others think of me?• Who is the real me?
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Concept #1: Conscious CompetenceFour steps:
1) Unconscious incompetence: I do not understand or know how to do something and sometimes do not even recognize the deficit. My blind spot.
2) Conscious incompetence: I do not understand or know how to do something, but I recognize the deficit, as well as the value of a new skill in addressing the deficit. And take necessary steps to bridge gaps.
3) Conscious competence: I understand or know how to do something.
4) Unconscious competence: I have so much practice with a skill that it has become "second nature“
We must progress through these 4 steps
Unconscious Incompetence
Conscious Incompetence
Conscious Competence
Unconscious Competence
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1 2
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What role do I play?
Strategic – Understanding company business strategy and creating and managing the overall alliance or partner strategy
Operational – Reviewing the alliances eco-system, adjusting partner portfolio, managing individual partner performance
Tactical – Working at a transaction level with opportunities with specific partners
Chief Alliance OfficerHead of Alliances
Alliance DirectorPartner Portfolio Manager
Channel / Sales ManagerAlliance Executive
And can I switch roles, all in the same day?
Titles expected to perform these roles
Concept #2: Strategic Alliance Pyramid
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What game am I playing?
No! It is not really “Snakes and Ladders” But in reality, it is working through the Alliance Life Cycle
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Partnering goes through an iterative and evolutionary processWe get into greater level of details as we progress through the various stages
1. Identify : What do we do before we even meet with a partner? 2. Define : What do we do when we meet the first time?3. Establish : How do we win our first joint client?4. Assess : What do we do next?
Assess to Accelerate, Abandon or Acquire!
Define Establish AssessIdentify
Improve
Concept #3: IDEA Alliance Life-cycle
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Stage 1: Identify D E AI
STAGE KEY ACTIVITIES
IDENTIFY
Awareness of gap in existing offerings - either from client, our own team or from directly from a potential partner
Internal consensus to interest to explore idea and possible partner champions
Designated champion spells out key requirements of partnership, expected investments, and benefits
Management approvals to explore partnerships Initial Business Case prepared Market Scan to create long-list Initial conversations with potential partners
Sign NDA's with short-listed potentials High level exchange of business information and expectations Evaluation of potential partners
Deliverable: Short list of 2 (max 3) partners10
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Stage 2: DefineD E AI
STAGE KEY ACTIVITIES
DEFINE
Term-sheet prepared to decide joint next-steps
Key Contacts identified at partner side and champion
Next level of discussions
Sales confirms target market, vertical, geo, and phasing if required
Delivery confirms and provides resources to make this happen
Review of Business Case, including possibility of alternate partner (Plan B)
Deliverable: Signed Teaming /Partnership Agreement
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Stage 3: EstablishD E AI
STAGE KEY ACTIVITIES
ESTABLISH
Finalize and execute on Go To Market plan
Sales Enablement - Sales training, prepare collateral, presentations, target customer list, FAQ's
Solutions Design/Delivery enablement - readiness to sell and deliver joint solutions Creation and review of joint pipeline (2+2+2 Model)
Explore Pilot "Try and Buy" Program to existing customers
Efforts to close first sale
Deliverable: Contract with end-partner for first joint client
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Stage 4: Assess: (Accelerate/Abandon/Acquire)
D E AI
STAGE KEY ACTIVITIES
ASSESS
Create success story with first joint client.
Re-use learning and deliverables for subsequent opportunities
Explore joint marketing events to publicize the joint client
Review progress of clients and also build relationship at operational and executive sponsor level
Alliance Governance Council (AGC) decides to take relationship to higher or lower level based on pre-agreed metrics
Deliverable: Revised Portfolio Review of all Partners
How do I play well?
When you enter the Situation Room: • Be yourself, remember to follow your personal set of
values and ethics• Follow your team’s alliance charter, team guidelines
and metrics.• Leverage available resources to play as best as you
can
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Resources
A. Partner Management PlatformPRM/ CRM/ Tool to track partner portfolioacross alliance life-cycle (IDEA Status Spreadsheet)
B. Contracts Management SystemRepository of Partner Agreements
or Legal Agreement Status Tracker (LAST Spreadsheet)
Financial Unit
1-Identify 2-Define 3-Establish 4-Assess/ Accelerate
F&A
S&P
S&F
HRO
CS
PartnerIDEAStage
Financial Unit Agreement
Alliance Manager
Legal Counsel
Current Status Term/ Expiry
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Resources
C. Leads Sharing System PRM/ CRM, or Joint Alliance Pipeline (JAP Spreadsheet)
D. Internal File RepositoryRepository of Documents, Emails, etc (Standard File Folders/ SharePoint)
Alliance Manager
Business Lead
From/ To
Partner Name
Joint Solution
Log date
Proactive/ RFP
Expected Closure
Value to Infosys
Value to Partner
Deal Term
Sales Stage
Current Status
Comments, if any
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In the Situation Room…
Classify the interaction, think of your response and document them
Suspects – New partners that enter your awareness set for the first time
Milestones – Partners being promoted from one stage to the next in the IDEA life-cycle
Interactions – Meetings/ conference calls with partners, internal stake-holders and end-clients
Leads – Opportunities either passed to partners or received from partners
Exits – Partners who need to be purged from the IDEA system
Successes – Joint wins with partners
Concept #4: SMILES Report
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From: S Roye SMILES Report submitted for week ending 01-Mar-2013Suspects
1Blue Diamond, seems a potential partner to support our practice in the EU region. Met their CEO in conference in NYC
2Vibgyor/ Rainbow and Spectra: Top 3 players in processing brought to our attention by Ed. Awaiting response to initial email request.
Milestones 1Reseller Agreement signed with ABS Software. We can position them now in all
retail opportunities in APAC2Heller Finance: Exploring wording of LOE to cover new engagement starting
Monday
Interactions 1Webinar to increase awareness of partner BestBright in Media vertical
2FieldSoft Monthly review call to focus on pipeline creation
3SmartPass Concall to build a business case for NJ based clientLeads
1Passed lead to partner DreamDataCorp on 26th Feb. A new opportunity for 1.3 Million accounts
2CapitalFin Lead received from partner Azteca in Nordics. Our team already prepped. Awaiting client decision on Make v/s Buy before proposing solution
Exits 1None
Successes 1WinforGain: Client announced that they have selected Infosys and partner. MSA
discussions already started with Manufacturing team.
IDEA
LAST
IDEA
PRM
JAP
IDEA
JAP
Sample SMILES report and how it all ties back?
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At end of the review period (whether at end of day/ week or fortnight):
1. Consolidate all SMILES reports centrally2. Update relevant resources using the
consolidated reports 3. Review to see the larger picture4. SMILE at your progress5. Get ready for the next Situation
After emerging from the Situation Room
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1) Think whether these concepts are relevant in my situations2) Assess what I have currently as my resources?
a. If starting from scratch, can I apply IDEA and SMILES as-is?b. If not, if there a possibility to modify my current systems?
3) How elaborate does my system really need to be?4) Can I share my experiences with my peers at ASAP
Take-Away’s
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RESOURCECONSTRAINTS
REGU
LATORY
PRESSURE
COMPETITIVEPRESSURE
COST
PRES
SURE
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Customer NeedsOur
Offerings
PartnerOfferings
Company Business Strategy
Alliance Strategy
Delivery Sales Marketing
Alliance Life-Cycle
Alliance IP and Market Dev.
Alliance Field Engagement
Alliance Charter
AllianceGuideline
AllianceMetrics
ALLIANCE FRAMEWORK
We needed a framework to manage the complexity…..
