Tapping Networks to Bring the Best of the Firm to Clients Network Roundtable – November 6, 2006 Ross Dawson CEO, Advanced Human Technologies Author, Living Networks and Developing Knowledge-Based Client Relationships

Key networks in high-value client relationships Firm Client Capabilities Opportunities

Network insights into enhancing revenue Key Networks Relationship team performance Client interface Accessing firm capabilities Performance enhancement Firm-level Client-level

Key Networks

Relationship team performance

Client interface

Accessing firm capabilities

Performance enhancement

Firm-level

Client-level

Client relationship team networks

Firm-client interface networks

Accessing the relevant talent of the firm

Performance enhancement at firm level Tailor relationship team network structure to client Adapt network structure to relationship maturity Evolve team structure as relationship develops Identify and prioritize interventions to enhance access to firm (and external) capabilities Identify primary barriers to drawing on firm capabilities Identify potential interventions Design studies to assess impact of identified potential interventions Establish “push/ pull” internal markets to make firm capabilities more visible to relationship executives Internal resource teams provide insights to appropriate relationship leaders Relationship leaders and client executives seek relevant capabilities Effective use of social media

Tailor relationship team network structure to client

Adapt network structure to relationship maturity

Evolve team structure as relationship develops

Identify and prioritize interventions to enhance access to firm (and external) capabilities

Identify primary barriers to drawing on firm capabilities

Identify potential interventions

Design studies to assess impact of identified potential interventions

Establish “push/ pull” internal markets to make firm capabilities more visible to relationship executives

Internal resource teams provide insights to appropriate relationship leaders

Relationship leaders and client executives seek relevant capabilities

Effective use of social media

Four stages of relationship development Align Broaden Partner Initiate

Evolving network structure as client relationships develop Relationship Stage Objectives Relationship team structure Key actions Initiate Access most relevant capabilities to demonstrate unique value to client. Sales leader with broad internal connections. Small team represents key firm capabilities. Select sales leader and team with relevant capabilities. Support sales team’s access to key firm resources. Align Establish clear communication channels to facilitate access to client. Clearly defined membership of relationship team, covering scope of firm’s relevant capabilities. Establish peer relationships between firm and client executives. Define relationship team roles, responsiblities, communication processes. Potential transition from sales leader to relationship leader. Broaden Bring in new contacts on both firm and client sides. Establish true organizational relationship. Client contact extends beyond core relationship team. Tiered relationship responsibilities. Contact redundancy for key client executives. Monitor and actively support relationship network that links capabilities to client opportunities. Provide tools (social media etc.) to notify extended team of insights into client. Partner Facilitate joint value creation through open relationship and access. Core relationship leader team on both sides. Direct communication between specialists on most issues. Support direct client interaction. Monitor effectiveness. Actively build innovation links across organizations.

Interventions to enhance client access to firm capabilities

Performance enhancement at client level Relationship team Initiatives to optimize relationship leader centrality in team Define relationship team structure and responsibilities Refine team communication processes/ establish initiatives Use client team comparisons to identify success drivers Client interface Initiatives to optimize relationship leader centrality in client interface Identify specific direct communication paths to initiate Establish appropriate redundancy for key client contacts Accessing firm capabilities Identify gaps in connection to firm capabilities Design activities to bridge gaps Identify best brokers to enhance internal connectivity Establish formal broker roles in relationship team

Relationship team

Initiatives to optimize relationship leader centrality in team

Define relationship team structure and responsibilities

Refine team communication processes/ establish initiatives

Use client team comparisons to identify success drivers

Client interface

Initiatives to optimize relationship leader centrality in client interface

Identify specific direct communication paths to initiate

Establish appropriate redundancy for key client contacts

Accessing firm capabilities

Identify gaps in connection to firm capabilities

Design activities to bridge gaps

Identify best brokers to enhance internal connectivity

Establish formal broker roles in relationship team

The path forward Enhancing relationship performance Network approaches are the frontier in enhancing client relationship performance Organizations Establish formal relationship teams Refine relationship team performance Design interventions for specific improvements Teams Use ONA as a performance enhancement tool

Enhancing relationship performance

Network approaches are the frontier in enhancing client relationship performance

Organizations

Establish formal relationship teams

Refine relationship team performance

Design interventions for specific improvements

Teams

Use ONA as a performance enhancement tool