Moving from drug discovery to drug development requires a particular skillset usually not yet honed by start-ups. This phase of the development process is highly regulated and, critically, inexperienced start-ups often underestimate the duration and cost of delivering the dosage form into the clinic while meeting regulations.
This presentation will address the following:
* aspects of the Chemistry, Manufacturing and Control (CMC) portion of the drug development process
* bioavailability and the Biopharmaceutics Classification System (BCS)
* objectives of formulation
* cost-effective strategies to reach key milestones
Why Customer Advisory Boards are a Business Imperative TodayRob Jensen
Customer or partner advisory boards can significantly help organizations gather insights into its corporate strategies and product direction. Join this insightful and educational webinar to learn how such an advisory council can bring tremendous value to your company.
Why is this Program different from all of the others? We mentor and coach all individuals between sessions in a practical way to help them implement what was learned. Even at the end of the program, we will offer participants the opportunity to receive coaching and to review their development a year later.
Each session will provide participants with key learnings that are to be implemented before the next session. We walk with them through an individual developmental change process.
This is not a one-size fits-all approach to partner development. This program is customized with interactive sessions with instructors who have done what the participants do. We will have round table discussions so they will be able to ask questions and get straightforward answers. The virtual coaching is an opportunity to have one-on-one meetings with each of our instructor coaches.
The Executive Development Program process will give participants the opportunity to network, talk with people who are doing and have done what they do, and talk with leadership experts in guiding and leading the firm.
Customer Advisory Board - Core Competencies of a World Class CABCustomer Advisory
Understand the core competencies required to build a world-class Customer Advisory Board. Based on research conducted by the CustomerAdvisoryBoard.org industry association http://www.customeradvisoryboard.org/
July 2017: NEW UPDATED CAB WEBSITE: www.cabstrategy.com. Here you'll find many more CAB best practices!
Customer advisory boards are rapidly becoming a standard part of a company's marketing program. CAB meetings allow your executives to meet with a dozen or more of your most important customer decision makers. But not all CAB meetings are successful. A few of the secrets to positioning your CAB for success are shared in this mini-deck.
You can also learn more in my 2-volume set of books: The Flipchart Guide to Customer Advisory Boards and on my CAB blog: http://customeradvisoryboards.wordpress.com.
The CustomerLoop Customer Advisory Board modelChristine Nolan
Customer Advisory Board success is dependent on driving value for both the company and customers. This presentation shares strategies, a process and tips for success.
Why Customer Advisory Boards are a Business Imperative TodayRob Jensen
Customer or partner advisory boards can significantly help organizations gather insights into its corporate strategies and product direction. Join this insightful and educational webinar to learn how such an advisory council can bring tremendous value to your company.
Why is this Program different from all of the others? We mentor and coach all individuals between sessions in a practical way to help them implement what was learned. Even at the end of the program, we will offer participants the opportunity to receive coaching and to review their development a year later.
Each session will provide participants with key learnings that are to be implemented before the next session. We walk with them through an individual developmental change process.
This is not a one-size fits-all approach to partner development. This program is customized with interactive sessions with instructors who have done what the participants do. We will have round table discussions so they will be able to ask questions and get straightforward answers. The virtual coaching is an opportunity to have one-on-one meetings with each of our instructor coaches.
The Executive Development Program process will give participants the opportunity to network, talk with people who are doing and have done what they do, and talk with leadership experts in guiding and leading the firm.
Customer Advisory Board - Core Competencies of a World Class CABCustomer Advisory
Understand the core competencies required to build a world-class Customer Advisory Board. Based on research conducted by the CustomerAdvisoryBoard.org industry association http://www.customeradvisoryboard.org/
July 2017: NEW UPDATED CAB WEBSITE: www.cabstrategy.com. Here you'll find many more CAB best practices!
Customer advisory boards are rapidly becoming a standard part of a company's marketing program. CAB meetings allow your executives to meet with a dozen or more of your most important customer decision makers. But not all CAB meetings are successful. A few of the secrets to positioning your CAB for success are shared in this mini-deck.
You can also learn more in my 2-volume set of books: The Flipchart Guide to Customer Advisory Boards and on my CAB blog: http://customeradvisoryboards.wordpress.com.
The CustomerLoop Customer Advisory Board modelChristine Nolan
Customer Advisory Board success is dependent on driving value for both the company and customers. This presentation shares strategies, a process and tips for success.
How adding structure helps improve the value and results of strategic partnerships and alliances. Structure is a set of standardized processes to evaluate and manage partnerships
This presentation summarizes ways to add structure at three key phases: Choosing the right partners; Rolling-Out – Launching new partnerships; Managing existing partnerships to achieve your goals.
Strategic partnerships and alliances help organizations enter new markets, deliver enhanced service and build customer loyalty. Using structure with partnerships increases results.
HOW to Best Run a Customer Advisory Board: 10 Tips for Creating a World-Class...Rob Jensen
HOW to Best Run a Customer Advisory Board: 10 Tips for Creating a World-Class CAB Program
A well-run customer advisory board is the ideal method for validating corporate strategies, gathering input on product development, and deepening relationships with key customers.
The presentation focuses on how to run a world-class customer advisory program:
• Design an advisory program – target members, goals, topics
• Effectively recruit members
• Build an advisory board charter document
• Onboard members – discovery interviews on top-of-mind topics
• Build a meeting agenda
• Sustain board momentum between calls and meetings
This presentation was created by Ignite Advisory Group, the world’s #1 advisory board consulting firm, and also Innovation Games, which helps organizations innovate through collaborative, social, and serious business games.
Automate and Differentiate: How to Create and Launch Experience and Proposal ...Hubbard One
How are leading law firms creating, launching, and managing databases to collect, store, and report on the experience and skills of their lawyers? This program addressed the question by discussing best practices on how to plan, implement, and maximize value with an experience management and proposal automation systems. Through real world examples attendees learned how to gain internal buy-in, define requirements and avoiding project delivery mistakes.
Paul Odette, Product Manager, and Amy Fielek, Director of Services for the Business Development Practice, lead a discussion with law firm panelists to provide project overviews, lessons learned, and tips for how to ensure success with your experience management and proposal automation programs.
The role of Collaborative Relationships in complex ProjectsPMIUKChapter
Collaboration is a common terminology in today's business world but is seldom fully understood or fully integrated into working practices. As major projects become increasingly more complex in both national and international programmes relationships between organisations and their people can represent a significant risk to the parties involved. The development and publication of the international standard for collaborative working focused on how organisations can take a systemic approach to ensure the appropriate focus on those key strategic relationships.
Developing Contracts That Fit Your Needs: The Commercial FrameworkAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/M3Spo18Jo30 or watch the video at end of the slide
Many businessmen and women see contracts as legal documents, but a healthier approach is to see them as business documents which must be written the right way if they are to be legally enforceable. For many of us, therefore, leaving the contracts to the lawyers means that we miss an opportunity to have a contract which can be used as a working document which prevents problems with suppliers and customers. This webinar explains an approach which can be used to ensure that contracts prevent problems from occurring, or fully prescribe your rights and remedies should things go wrong.
About the Presenter:
Eric Evans has held Director level positions in the automotive, retail, fast moving consumer goods and healthcare sectors. He is the author of three books on procurement and negotiation, and a speaker on MBA programmes across Europe and the Gulf region.
As a management consultant, he has delivered improvement programmes in demand management and inventory management, and has coached organisations as they implement collaborative replenishment and customer-led approaches to demand management.
3 Proven Methods to Optimize Your 2018 Strategy and Goals through Culture and...Paige Pulaski
Change management is done through culture. Understanding the strengths of your human capital is imperative to fully implementing a plan and expecting successful execution. As you’re investing time, energy and budget into planning for 2018, you should be asking questions such as, “Do our current employees have the right skills? Do we have the right people in the right roles? If not, how do we remove these barriers?”
You’re checking the most important box – getting a plan in place that, when executed, will propel your organization to the next level. However, many organizations are failing to run the proper diagnostic before implementation to make sure all your assumptions are, in fact, true and in working order. Optimizing your plan is imperative, but execution in 2018 looks bleak without optimizing your workforce first.
In this webinar recording, Tanya Bakalov of BetterSkills, Inc. discusses how to achieve the most success with your plans for 2018 by giving three ways to fully assess the teams you’re trusting to execute.
You will learn how to:
>> Gauge the “do-ability” of your plan with your organization’s current skills
>> Delegate initiative assignments to use each employee in their best capacity
>> Motivate employees to be agents of change and dedicated to your organization’s success
Moving from drug discovery to drug development requires a particular skillset usually not yet honed by start-ups. This phase of the development process is highly regulated and, critically, inexperienced start-ups often underestimate the duration and cost of delivering the dosage form into the clinic while meeting regulations.
This presentation will address the following:
* aspects of the Chemistry, Manufacturing and Control (CMC) portion of the drug development process
* bioavailability and the Biopharmaceutics Classification System (BCS)
* objectives of formulation
* cost-effective strategies to reach key milestones
How adding structure helps improve the value and results of strategic partnerships and alliances. Structure is a set of standardized processes to evaluate and manage partnerships
This presentation summarizes ways to add structure at three key phases: Choosing the right partners; Rolling-Out – Launching new partnerships; Managing existing partnerships to achieve your goals.
Strategic partnerships and alliances help organizations enter new markets, deliver enhanced service and build customer loyalty. Using structure with partnerships increases results.
HOW to Best Run a Customer Advisory Board: 10 Tips for Creating a World-Class...Rob Jensen
HOW to Best Run a Customer Advisory Board: 10 Tips for Creating a World-Class CAB Program
A well-run customer advisory board is the ideal method for validating corporate strategies, gathering input on product development, and deepening relationships with key customers.
The presentation focuses on how to run a world-class customer advisory program:
• Design an advisory program – target members, goals, topics
• Effectively recruit members
• Build an advisory board charter document
• Onboard members – discovery interviews on top-of-mind topics
• Build a meeting agenda
• Sustain board momentum between calls and meetings
This presentation was created by Ignite Advisory Group, the world’s #1 advisory board consulting firm, and also Innovation Games, which helps organizations innovate through collaborative, social, and serious business games.
Automate and Differentiate: How to Create and Launch Experience and Proposal ...Hubbard One
How are leading law firms creating, launching, and managing databases to collect, store, and report on the experience and skills of their lawyers? This program addressed the question by discussing best practices on how to plan, implement, and maximize value with an experience management and proposal automation systems. Through real world examples attendees learned how to gain internal buy-in, define requirements and avoiding project delivery mistakes.
Paul Odette, Product Manager, and Amy Fielek, Director of Services for the Business Development Practice, lead a discussion with law firm panelists to provide project overviews, lessons learned, and tips for how to ensure success with your experience management and proposal automation programs.
The role of Collaborative Relationships in complex ProjectsPMIUKChapter
Collaboration is a common terminology in today's business world but is seldom fully understood or fully integrated into working practices. As major projects become increasingly more complex in both national and international programmes relationships between organisations and their people can represent a significant risk to the parties involved. The development and publication of the international standard for collaborative working focused on how organisations can take a systemic approach to ensure the appropriate focus on those key strategic relationships.
Developing Contracts That Fit Your Needs: The Commercial FrameworkAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/M3Spo18Jo30 or watch the video at end of the slide
Many businessmen and women see contracts as legal documents, but a healthier approach is to see them as business documents which must be written the right way if they are to be legally enforceable. For many of us, therefore, leaving the contracts to the lawyers means that we miss an opportunity to have a contract which can be used as a working document which prevents problems with suppliers and customers. This webinar explains an approach which can be used to ensure that contracts prevent problems from occurring, or fully prescribe your rights and remedies should things go wrong.
About the Presenter:
Eric Evans has held Director level positions in the automotive, retail, fast moving consumer goods and healthcare sectors. He is the author of three books on procurement and negotiation, and a speaker on MBA programmes across Europe and the Gulf region.
As a management consultant, he has delivered improvement programmes in demand management and inventory management, and has coached organisations as they implement collaborative replenishment and customer-led approaches to demand management.
3 Proven Methods to Optimize Your 2018 Strategy and Goals through Culture and...Paige Pulaski
Change management is done through culture. Understanding the strengths of your human capital is imperative to fully implementing a plan and expecting successful execution. As you’re investing time, energy and budget into planning for 2018, you should be asking questions such as, “Do our current employees have the right skills? Do we have the right people in the right roles? If not, how do we remove these barriers?”
You’re checking the most important box – getting a plan in place that, when executed, will propel your organization to the next level. However, many organizations are failing to run the proper diagnostic before implementation to make sure all your assumptions are, in fact, true and in working order. Optimizing your plan is imperative, but execution in 2018 looks bleak without optimizing your workforce first.
In this webinar recording, Tanya Bakalov of BetterSkills, Inc. discusses how to achieve the most success with your plans for 2018 by giving three ways to fully assess the teams you’re trusting to execute.
You will learn how to:
>> Gauge the “do-ability” of your plan with your organization’s current skills
>> Delegate initiative assignments to use each employee in their best capacity
>> Motivate employees to be agents of change and dedicated to your organization’s success
Moving from drug discovery to drug development requires a particular skillset usually not yet honed by start-ups. This phase of the development process is highly regulated and, critically, inexperienced start-ups often underestimate the duration and cost of delivering the dosage form into the clinic while meeting regulations.
This presentation will address the following:
* aspects of the Chemistry, Manufacturing and Control (CMC) portion of the drug development process
* bioavailability and the Biopharmaceutics Classification System (BCS)
* objectives of formulation
* cost-effective strategies to reach key milestones
This alliance lifecycle framework presentation was created as a tool to foster conversation and provide context on some of the questions to consider as you assess the importance and structure of a formal alliance lifecycle framework. I created this for a friend working with one of the leading Canadian consulting firms without a current formal strategy, framework or program in place for the development and management of IT channel business partner programs and relationships.
Global Best Practices / Benchmark & Tips: How to Evaluate & Assess Business P...Maz (Mazhar) Syed
Hi & Thanks for visiting ....
Are YOU currently having difficulties with existing Business Partners, Value-added Partners, Solution Partners, Strategic Partnerships, and Strategic Alliances?
This presentation will significantly help! :-)
Maz
Dubai / Mobile - IMO - Whatsapp: +971-56-1706553
Author & Writer
Sales Trainer, Leadership Trainer, Management Trainer, Communication Trainer
Why are alliance sales so misunderstood? After all they represent a dramatically lower cost of sale than other alternatives? Is it because they involve joint value creation? make up your own mind by reading this simple presentation.
A presentation for subject MGMT90148 (Consulting Fundamentals) at Melbourne Business School.
Designed as an engaging look at strategic alliances as a tool in business. Highlights its application, effectiveness and a guide for what successful strategic alliances entail in the corporate world.
Taking a Master Planning Approach to YOUR Customer Advocate ProgramKatie Lockett
Reference Managers can be the hub of activity associated to reference requests, marketing, content, and much more. A multitude of roles and projects can leave your program with little vision and lack of executive support that it can stand on its own. Learn how to evaluate your program using a model that will not only help in prioritizing goals but will create a program framework for success. Using this model will ultimately support conversations with leadership, invoke execute support, and help the RM position be seen as a viable asset to the business.
It’s one thing to sell to customers—it’s another to negotiate with business partners, corporate lawyers and investors. In this Entrepreneurship 101 lecture, we discuss the art of the sale in depth and give tips and tricks on how you can succeed when negotiating with various stakeholders.
Key topics covered: Partnerships, corporate agreements and negotiating.
Similar to Partner or Perish: Forging effective alliances - MaRS Best Practices (20)
Learn how to grab investors’ attention with great stories. In this session, we discuss how to build and deliver an effective pitch to help you find financing for your venture or to sell your product to customers. We cover the essentials of a strong pitch deck and identify the elements of good communication that successful startups use.
Key topics covered: Pitch deck, storytelling, presenting
Learn how to grab investors’ attention with great stories. In this session, we discuss how to build and deliver an effective pitch to help you find financing for your venture or to sell your product to customers. We cover the essentials of a strong pitch deck and identify the elements of good communication that successful startups use.
Key topics covered: Pitch deck, storytelling, presenting
As an entrepreneur, you need to develop a long-term financing strategy for your business. This session helps you determine what financing approach is right for you.
Key topics covered: bootstrapping, angel investment
As an entrepreneur, you need to develop a long-term financing strategy for your business. This session helps you determine what financing approach is right for you.
Key topics covered: bootstrapping, angel investment
As a startup owner, you can’t afford to be a bad leader. This lecture addresses the fundamentals of steering your company through the four stages of the business cycle until it is self-sustaining. Learn how to inspire others, set clear goals (and stay focused), communicate clearly with your team, and execute your role effectively.
A successful startup requires the best possible talent. Great people are out there, but how do you find them? And how do you make them want to work for you? This session focuses on identifying the positions necessary for your startup to scale, attracting the best talent using limited resources, and making sure you have a plan in place to find the right people for the job.
A successful startup requires the best possible talent. Great people are out there, but how do you find them? And how do you make them want to work for you? This session focuses on identifying the positions necessary for your startup to scale, attracting the best talent using limited resources, and making sure you have a plan in place to find the right people for the job.
A successful startup requires the best possible talent. Great people are out there, but how do you find them? And how do you make them want to work for you? This session focuses on identifying the positions necessary for your startup to scale, attracting the best talent using limited resources, and making sure you have a plan in place to find the right people for the job.
Learn how to build your financial plan from the bottom up. Learn the basics about startup finances, including knowing how to forecast revenue and growth, understanding different types of financial models, and identifying what metrics and milestones you should track.
https://www.marsdd.com/entrepreneurship-101/
Learn how to build your financial plan from the bottom up. Learn the basics about startup finances, including knowing how to forecast revenue and growth, understanding different types of financial models, and identifying what metrics and milestones you should track.
https://www.marsdd.com/entrepreneurship-101/
Learn how to build your financial plan from the bottom up. Learn the basics about startup finances, including knowing how to forecast revenue and growth, understanding different types of financial models, and identifying what metrics and milestones you should track.
https://www.marsdd.com/entrepreneurship-101/
The number one cause of startup death is premature scaling. In this session, we talk about the importance of customer validation and timing in your go-to-market strategy. The most effective growth strategy for your startup will depend on the market in which you operate and the stage of your business, and knowing which lever for growth you can pull. We’ll cover all this and more in Scaling Your Startup.
Key topics: Growth strategy, calculating risk, accessing new markets
The number one cause of startup death is premature scaling. In this session, we talk about the importance of customer validation and timing in your go-to-market strategy. The most effective growth strategy for your startup will depend on the market in which you operate and the stage of your business, and knowing which lever for growth you can pull. We’ll cover all this and more in Scaling Your Startup.
Key topics: Growth strategy, calculating risk, accessing new markets
The number one cause of startup death is premature scaling. In this session, we talk about the importance of customer validation and timing in your go-to-market strategy. The most effective growth strategy for your startup will depend on the market in which you operate and the stage of your business, and knowing which lever for growth you can pull. We’ll cover all this and more in Scaling Your Startup.
Key topics: Growth strategy, calculating risk, accessing new markets
It’s one thing to sell to customers—it’s another to negotiate with business partners, corporate lawyers and investors. In this Entrepreneurship 101 lecture, we discuss the art of the sale in depth and give tips and tricks on how you can succeed when negotiating with various stakeholders.
Key topics covered: Partnerships, corporate agreements and negotiating.
It’s one thing to sell to customers—it’s another to negotiate with business partners, corporate lawyers and investors. In this Entrepreneurship 101 lecture, we discuss the art of the sale in depth and give tips and tricks on how you can succeed when negotiating with various stakeholders.
Key topics covered: Partnerships, corporate agreements and negotiating.
How are you going to sell your product? In this session, we explore sales and the principles of selling value to your customers. We discuss how your sales funnel fits into your overall marketing mix.
Get tips on:
Making sales calls
Closing a sale
Following up with potential customers
We’ll also talk about developing relationships as part of the sales process, using both social and offline examples.
Key topics: Sales funnel, the sales call and social selling.
The Art & Science of Sales: Tips, Tricks & Tools - Entrepreneurship 101MaRS Discovery District
How are you going to sell your product? In this session, we explore sales and the principles of selling value to your customers. We discuss how your sales funnel fits into your overall marketing mix.
Get tips on:
Making sales calls
Closing a sale
Following up with potential customers
We’ll also talk about developing relationships as part of the sales process, using both social and offline examples.
Key topics: Sales funnel, the sales call and social selling.
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Get tips on:
Making sales calls
Closing a sale
Following up with potential customers
We’ll also talk about developing relationships as part of the sales process, using both social and offline examples.
Key topics: Sales funnel, the sales call and social selling.
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Key topics covered: Brand identity, traction, PR and social media.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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2. How to leverage your testimonials to boost your sales 💲
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As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
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Partner or Perish: Forging effective alliances - MaRS Best Practices
1. Buckingham Alliance Partners
1
Partner or Perish:
Forging Effective Alliances
MaRS Best Practices Series:
Alliance Management
John Buckingham
September 9, 2011
2. Buckingham Alliance Partners
2
Growing your business: Build or partner?
Partner or Perish: Forging Effective Alliances
Session Objectives
Address key questions:
How does one build and maintain an effective
alliance?
What defines a competent partnering
organization?
3. Buckingham Alliance Partners
3
Partner or Perish: Forging Effective Alliances
Continuing Learning:
The leading global professional association
dedicated to the formation and practice of
strategic alliances
www.strategic-alliances.org
ASAP - Toronto Chapter
www.asaptoronto.com
5. Buckingham Alliance Partners
5
What is an Alliance?
• An alliance is a collaboration
• Between independent organizations that
retain strategic autonomy
• While committing resources to joint
activity
• And run within an incomplete contract
6. Buckingham Alliance Partners
6
Major Alliance Types:
Operational alliances
• One or more key functions of a company is
performed solely or primarily by an alliance
partner
Project alliances
• Alliance partners collaborate on a specific
project, typically with defined progress
milestones and a defined termination point
7. Buckingham Alliance Partners
7
Alliance Business Model
S
u
p
pl
e
m
e
nt
a
ry
Alliances for
Supplementation/Load
Balancing
C
o
m
pl
e
m
e
nt
a
ry
Alliances for
Complementary
Capabilities,
Offerings and Skills
Core
Core Capabilities
and Competencies
8. Buckingham Alliance Partners
8
Partner or Perish: Forging Effective Alliances
Why would we want to do this?
Alliances (collaborations) increasingly used to attain
company goals:
• Access to expertise
• Flexible resources
• Increased speed (of development, to market, etc.)
• Reduced financial risk
9. Buckingham Alliance Partners
9
Partner or Perish: Forging Effective Alliances
Why would we want to do this?
Alliances (collaborations) increasingly used to attain
company goals:
• Access to expertise
• Flexible resources
• Increased speed (of development, to market, etc.)
• Reduced financial risk
Less than 40% of alliances meet their stated objectives
• Misalignment of partner goals
• Miscommunications
• Poor execution
• Changed financial prospects
• Technical failure
10. Buckingham Alliance Partners
10
Partner or Perish: Forging Effective Alliances
Why establish an alliance competency?
Increase the proportion of alliances that meet or exceed their
goals (and management expectations)
11. Buckingham Alliance Partners
11
Partner or Perish: Forging Effective Alliances
Why establish an alliance competency?
Increase the proportion of alliances that meet or exceed their
goals (and management expectations)
Accelerate `institutional learning’ of effective (and destructive)
behaviors affecting collaborations: enhanced organizational
awareness
Build consistency in effective alliance design, integration and
maintenance processes
12. Buckingham Alliance Partners
12
Partner or Perish: Forging Effective Alliances
Why establish an alliance competency?
Increase the proportion of alliances that meet or exceed their
goals (and management expectations)
Accelerate `institutional learning’ of effective (and destructive)
behaviors affecting collaborations: enhanced organizational
awareness
Build consistency in effective alliance design, integration and
maintenance processes
Enhance company reputation as a skilled, successful
partnering organization (to secure more, and more capable,
partners)
13. Buckingham Alliance Partners
13
Partner or Perish: Forging Effective Alliances
Key Alliance Management Competencies:
4.Communicating Effectively
5.Leading by Influencing
6.Gaining Value from Diversity
7.Building and Maintaining Trust
14. Buckingham Alliance Partners
14
Alliance Management Principles*
•Clear Responsibilities and Expectations
•Robust Communication
•Senior Management Commitment
•Understanding one’s Partner
•Disciplined Improvement Approach
•Effective, Efficient Processes
•Broad-based Alliance Capability
* Adopted by ASAP from `Endo Alliance Management Principles’
15. Buckingham Alliance Partners
15
Internal Organization for Alliance Management
Key Elements:
Senior Management Sponsor
Alliance must serve sponsor’s organizational goals
Dedicated Alliance Leader
`Mindshare’ or formal designation
16. Buckingham Alliance Partners
16
Effective Senior Management
Sponsorship of Alliances
Why is Effective Sponsorship critical?
Alliance failure rate – key factors:
Internal support for resourcing and decision-making
Ensuring alignment on key issues across partner
organizations
Effective dispute resolution
19. Buckingham Alliance Partners
19
Manage
Re-evaluate:
Revise or
Terminate
Sign Launch/
Integrate
Negotiate
Evaluate
Identify/ Recruit
Opportunities
BD
AM
Establishing an Alliance Management Competency
Alliance Management: Business Development Interface
Deal-Making and Deal-Managing:
An Integrated, Transparent Process
20. Buckingham Alliance Partners
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Alliance Management Perspective:
Adding Value During Deal Negotiations
Three Main Considerations:
• Due diligence: partner candidate assessment
• Effective relationship development
• Designing the appropriate collaboration structure
21. Buckingham Alliance Partners
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Integrating a New Alliance
Key Considerations:
• Appointing a qualified alliance leader and a senior
management `sponsor’
• Timely recruiting of alliance-facing staff
22. Buckingham Alliance Partners
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Integrating a New Alliance
Key Considerations:
• Appointing a qualified alliance leader and a senior
management `sponsor’
• Timely recruiting of alliance-facing staff
• Joint communication of management expectations
and contractual requirements to the alliance team
and leader
• Joint alliance team formation and relationship-
building
• Establish alliance team charter
23. Buckingham Alliance Partners
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Alliance Team Charter Template
Guidance Resource for Alliance Management
Purpose: Provides focus,
alignment and operational
guidance to each alliance
relationship. Serves as an
operational reference and guide
through the alliance lifecycle as
a companion to contractual
agreements and project plans.
Allied Companies: Your and XYZ Company
Alliance History and Background
Alliance Focus
(Mission, Spirit of Alliance, High-Level Objectives/Milestones)
Alliance Working Guidelines
(Addressing the Alliance Essentials)
Performance Measurement
(Measuring and Monitoring Performance)
Roles and Responsibilities
(Company Roles and Key Individual Roles)
Key Sections:
• Alliance mission, objectives
and spirit
• Roles and responsibilities
• Working guidelines
• Metrics and performance
measurement
25. Buckingham Alliance Partners
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Alliance `Health Check’ Surveys
Assessment Resources for Alliance Management
Alliance Health Check
Purpose: Primary
measurement mechanism for
Relationship Performance
factorsStrongly
Disagree Disagree Neutral Agree
Strongly
Agree
1. Alliance Focus (Goals and Objectives)
a. Sensor Question
b. Sensor Question
c. Sensor Question
2. Roles and Responsibilities
a. Sensor Question
b. Sensor Question
c. Sensor Question
3. Decision Making
a. Sensor Question
b. Sensor Question
Key Features:
Provides regular checkpoint
on essential Alliance
competencies
2-3 “sensor” questions per
Relationship factor
Results discussed with
partner, to identify and
understand areas for
improvement and reasons
for successful outcomes
Action plans developed and
implemented through
Alliance Team
3. Relationship Trust
a. Sensor Question
b. Sensor Question
27. Buckingham Alliance Partners
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Strategic Importance to
Alliance Partner
StrategicImportanceto
YourCompany
Low High
Low
High Imbalance Balance
Balance Imbalance
Establishing an Alliance Management Capability
Alliance Structure and Management Considerations
Vulnerable Enthusiast
Potential Bully
Dynamic Duo
Simple Pairing
28. Buckingham Alliance Partners
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Growing your business: Build or partner?
Partner or Perish: Forging Effective Alliances
Session Objectives
Address key questions:
How does one build and maintain an effective
alliance?
What defines a competent partnering
organization?