VST Webinar

6th May 2014

Alliance Best Practice Ltd

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VST Webinar Contents

The VST methodology delivers increased alliance sales within 12 months

Alliance Best Practice background : How was VST developed?

Identified Common Success Factors (CSFs)

A walk through of the VST Methodology

Commercial Results of VST (Examples)

Current VST users

1 2 3 4 5

Integration of VST with other approaches

Further Details

6 7

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ABP Background : VST Development

ABP has a long history of alliance research and execution excellence

ABP and VST : History !  2002 - Mike Nevin launches ASAP (the Association of

Strategic Alliance Professionals) in Europe

!  2003 ABP benchmarking system used by BT.

!  2004 ABP commissioned by Capgemini

!  2005 IBM, SAP, Microsoft, Oracle retain ABP regularly

!  2005 2007 ABP framework developed and codified

!  2010 ABP principles adopted as part of BS 11000

!  2012 – VST Alliance Sales Methodology developed

!  2012 – VST Methodology tested with IBM

!  2013 VST methodology adopted by multiple clients

!  2014 – ABP in active discussions to automate VST.

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Commercial Technical Strategic Cultural Operational

Co1 Business Value Proposition (BVP)

Co2 Due Diligence

Co3 Optimum Legal / Business Structure

Co4 Alliance Audit

Co5 Key metrics

Co6 Alliance reward system

Co7 Commercial cost

Co8 Commercial benefit

Co9 Process for negotiation

Co10 Expected Cost value ratio

T11 Valuation of assets

T12 Partner company market position

T13 Host company market position

T14 Market fit of proposed solution

T15 Product fit with partners offerings

T16 Identified mutual needs in the relationship

T17 Process for team problem solving

T18 Shared Control

T19 Partner accountability

S20 Shared objectives

S21 Relationship Scope

S22 Tactical and strategic risk

S23 Risk sharing

S24 Exit strategies

S25 Senior executive support

S26 B2B Strategic alignment

S27 Fit with strategic business path

S28 Other relationships with same partner

S29 Common strategic ground rules

S30 Common vision

Cu31 Business to business trust

Cu32 Collaborative corporate mindset

Cu33 Collaboration skills

Cu34 Dedicated alliance manager

Cu35 Alliance centre of excellence

Cu36 Decision making process

Cu37 Other cultural issues

Cu38 B2B Cultural Alignment

O39 Alliance process

O40 Speed of progress

O41 Revenue flow

O42 Business plan

O43 Communication

O44 Health check

O45 Alliance charter

O46 Change mgt.

O47 Operational metrics

O48 Operational alignment

O49 Exponential breakthroughs

O50 Internal alignment

O51 Project plan

O52 Issue escalation

Common Success Factors

There are currently 52 CSFs in 5 categories (Researched over 12 Years)

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How did ‘best practice’ become VST?

!  In 2012 IBM were looking for an open ‘non proprietary’ alliance best practice system.

!  They couldn’t find one so commissioned ABP to create one.

!  ABP used proven best practices and IBM specific input to develop VST.

!  The VST system was subsequently tested by Ibm and found to produce success:

!  In alliances

!  In joint bids

!  ABP has subsequently developed the VST User Community to develop and enhance the methodology further.

!  Recent examples include: Accenture, NetApp, CGI, Samsung, Vmware, EMC, Cisco, Canon and Ricoh.

ABP developed a best practice based alliance methodology for IBM

VST Methodology Overview

Vision Stage 1 – Benchmarking and Baselining – Is the relationship capable of improvement and would it be worth the effort? What is the value now? Stage 2 – Developing a Vision – Assuming it is improvable and worth the effort what is the Vision of the relationship as described in a Memorandum of Understanding and Principles?

Skills Stage 3 GTM Planning – How will we jointly execute on the agreed vision? What tasks and activities do we need to undertake and in what order? What’s the GTM joint plan? Stage 4 - Skills Development – What additional skills will the teams on both / all sides of the relationship need and how will they be coached?

Trust Stage 5 – Sustainable Growth – How can we grow the relationship quickly and effectively over time? Specifically country by country? Stage 6 – Metrics / Monitoring – How will we build an alliance balanced scorecard and keep track of progress and adjust actions to accommodate changes?

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VST = Vision Skills and Trust and has 6 Stages in 3 Phases as follows:

Stage 1 – Benchmarking / Baselining

!  Decide which of the 52 Common Success Factors (CSFs) you will use in your own benchmark set (Agree this selection with your partners).

!  Compile the benchmark set into a collection of CSF questions. Remember to pay attention to balance within the set (for example try to pick a balanced set of CSFs from each of the five dimensions: Commercial, Technical, Strategic, Cultural and Operational).

!  Send the approved questionnaire out to agreed stakeholders with explanatory guidance notes. Remember to capture data from at least three levels in the relationship (Strategic, Managerial and Operational).

!  When you receive the results back aggregate all scores and produce two spider diagrams (one for your organisation and one for your partner).

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The output of Stage 1 is an Alliance Benchmark and Baseline Report

Stage 2 – Developing a Vision

!  Having gathered the data from Stage 1 and examined the resulting Spider Diagram you now need to decide whether an MOUP workshop is necessary to provide clarity and strategic direction to the relationship.

!  If an MOUP is regarded as necessary then you should run an MOUP workshop with the key stakeholders on both sides.

!  The workshop has three stages: -  Pre Workshop – Circulate the benchmark report and suggested draft agenda to attendees -  During Workshop – Work to achieve two things:

1.  Agreement on both sides as to the scores in the CSFs 2.  Agreement on which CSFs to focus on to improve

-  Post Workshop – compile all discussions into an MOUP document and submit for sign off

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The output of Stage 2 is a jointly agreed and signed off MOUP document

Stage 3 – Go to Market (GTM) Planning

!  Having received the MOUP Alliance Vision from Stage 2 you now need to develop a joint execution plan to put this strategy into action.

!  The MOUP will highlight the prioritized list of CSFs. You need to take that list and put them into a RACI chart and complete the chart appropriately. (See Example Later).

!  Guidance Notes on the Completion of RACI Chart -  Beware of placing the same name/s more than one on the same row -  The alliance manager’s name should usually be placed in the R column (Responsible) -  The alliance executive sponsors names should usually be placed in the I column -  The A column is for those people identified to complete the selected action -  The C column is for those people that we need information from to make good decisions -  For Further details and an explanation of the RACI Process See supporting documentation

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The output of Stage 3 is a joint Go To Market (GTM) Action Plan

Stage 4 – Alliance Skills Development

!  The key inputs to Stage 4 are the MOUP from Stage 2 and the GTM Plan from Stage 3. These two documents identify the agreed Business Value Propositions (BVPs) that are to be sold as part of the alliance.

!  Whilst each SDP will necessarily be different in technical terms there are also range of common alliance specific skills that should also be addressed such as: -  Co9 – Co-collaborative negotiation -  T17 – Joint problem solving -  S25 – Developing senior executive support -  Cu31 – Developing business to business trust -  Cu37 – Identifying, respecting and leveraging cultural differences -  O43 – Developing effective communication skills -  O47 – Developing operational metrics -  O48 – Developing business to business operational alignment -  O50 – Developing internal alignment

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The output of Stage 4 is a Skills Development Plan (SDP)

Stage 5 – Developing Sustainable Growth

!  Stages 1 and 2 can normally be achieved quite quickly (i.e. within 30-60 days). However, Stage 5 should not be commenced until there are tangible benefits to both sides being observed from Stages 1 and 2.

!  This is because an appropriate and suitable expansion of the alliance is dependent on business to business trust and such trust is fact and result based rather than relationship based.

!  The core skill in Stage 5 is the identification of new scope statements appropriate to the expansion plans of the alliance. These could be: -  New countries to be involved in the exercise -  New product or service lines to be involved in the exercise -  New BVPs to be developed as part of the alliance

!  Whichever expansion element or combination of elements is chosen the process is a rerun of stages 1-4 for each new scope.

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The output of Stage 5 is a Relationship Development Plan (RDP)

Stage 6 – Metrics : Monitoring : Adjusting

!  Stage 6 is the only stage which does not happen sequentially in serial fashion. In other words you don’t have to complete Stages 1-5 before starting Stage 6.

!  The objective in stage 6 is to produce a coherent and integrated alliance balanced scorecard. Such a scorecard will have appropriate measures for both sides at the three levels identified earlier (i.e. Strategic, Managerial and Operational).

!  The goal of the alliance managers involved is to ensure that ALL the sections in the Scorecard are performing not just the ones that relate to their own organisation.

!  It is suggested that the scorecard metrics be reviewed in the following timescales: -  Strategic – Annually -  Managerial – Quarterly -  Operational – Weekly

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The output of Stage 6 is an alliance balanced scorecard

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The VST Methodology in Action (IBM)

!  Customer was a large retail bank in Spain.

!  The IBM / Partner relationship impressed the bank the most.

!  IBM GTS implemented the Partner Networks Cloud-Ready Data Centre Solution using VST as a partnering process.

!  Result was improved networking capability whilst reducing cost.

!  TCV = €1.9 million

Case 1 - VST 88

!  Customer was a global financial services company in Poland. IBM’s global Alliance Partner was an Optical Networking company.

!  Project was implementation of a high availability data center interconnection system.

!  "It (this project) couldn't have been done without VST, I am really pleased about the quality of cooperation with our partner."

!  Maciej Wardaszko (Territory Sales Leader IBM Poland)

!  TCV = €2.3 million

Case 2 - VST 84

!  The client was a Pharmaceuticals conglomerate in Switzerland

!  Both IBM and the Partner had struggled to make any progress with the client alone.

!  Both were facing ‘meltdown’ and removal from the account.

!  Using VST they managed to: !  Stay in the account

!  Grow account revenue !  Turn the account round

!  TCV = €2.8 million

Case 3 - VST 87

In all three cases a high VST score = high commercial return

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Sample of VST Case Studies in High Tech

Average revenue increase in the database is 250% - 650% in 12 months

Client Partner Target Increase

Capgemini IBM $19m $51.3

Unisys Lenovo $4m $6

Capgemini Microsoft $230m $782

Cognos IBM $23m $69

Cognos IBM €12m €42

Oracle IBM €6m €22.8

BT 8 Partners £150m £480

Micro Focus Accenture £3.5m £17.01

Siemens AG PwC €4m €16.2

APC IBM $3m $7.98

Client Partner Target Increase

Chordiant IBM $16m $80m

Capgemini HP €34m €61.2m

Capgemini Oracle $18m $82.8m

Siebel IBM $900m $1044m

Unisys EMC €13m €18.59m

BT Fujitsu £12m £15.24m

SAP 32 Partners €65m €152m

HP StorageTek £26m £41.6m

BT Cisco £5m £30m

Alcatel BT £4m £7.6m

Who is using VST Currently?

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Hardware Software Services Telecoms Other !  BT !  Canon !  Cisco !  Dassault

Systemes !  DSM !  EMC !  Equinix !  HP !  IBM !  NetApp !  Ricoh !  Schneider-

Electric !  Samsung

!  Adobe !  eGain

Corporation !  Experian !  Infusion !  Kaspersky Lab !  Microsoft !  Oracle !  Pegasystems !  Qliktech !  Salesforce.com !  SAP !  VMware

!  Accenture !  BT Global

Services !  Capgemini !  CGI !  Cognizant !  CSC !  Deloitte !  Fujitsu !  HCL !  HP Enterprise

Services !  IBM GBS !  Infosys !  KPMG !  PwC !  TCS !  Tieto !  Wipro

!  AT&T !  BT !  Colt Telecom !  NextiraOne !  O2 Telefonica !  Verizon

!  APACE Consulting

!  AstraZeneca !  Atlas GOSS

Ltd !  CXO Adviser !  Dun and

Bradstreet !  DuPont !  eGain

Corporation !  Fisher Clinical

Services !  Global

Mediation Services Ltd

!  SilentEdge Ltd !  Simbiotik !  Tilburg

University !  UCB

The following companies have adopted VST in whole or part:

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Integration of VST with Other Approaches

!  VST has been used in conjunction with internal proceses at: Cisco, IBM, Accenture, Capgemini, EMC, Vmware and PwC (amongst others).

!  VST has been vetted with the following external processes:

!  CHAMP – TAS Group and Siemens

!  Channel Developers – Miller Heinman and Motorola

!  Vantage Partners and Cognos

!  Alliance to Win and IBM

!  And of course ASAP!

!  VST has been designed as an open non proprietary methodology.

!  It avoids ‘Capuccino Conversations’.

!  VST is proven to accelerate engagement by 300% 6 months not 18 months.

VST does not replace alternative (deeper) approaches – it helps them

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Possible VST Proof of Concept Pilot

!  Results have shown that VST = Better Relationships and Higher Commercial Returns

!  Recommendation : Trial the VST Methodology and compare results with ‘business as usual’.

!  ‘In country’ alliance managers and salesmen are typically not aware of VST.

!  Recommendation: conduct a training campaign with partners to demonstrate value of VST.

!  The VST approach is not suitable for all partners. New routes to market are good candidates when sell-with partners.

!  Recommendation: Benchmark partners to choose potential pilots.

Following a VST approach gives tangible successful results consistently

USEFUL TEMPLATES

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Common Success Factors (Full List)

Commercial Technical Strategic Cultural Operational !  Co1  Business  Value  

Proposi1on  (BVP)  !  Co2  Due  Diligence  !  Co3  Op1mum  Legal  /  

Business  Structure  !  Co4  Alliance  Audit  !  Co5  Key  metrics  !  Co6  Alliance  reward  

system  !  Co7  Commercial  cost  !  Co8  Commercial  

benefit  !  Co9  Process  for  

nego1a1on  !  Co10  Expected  cost  

value  ra1o  

!  T11  Valua1on  of  assets  

!  T12  Partner  company  market  posi1on  

!  T13  Host  company  market  posi1on  

!  T14  Market  fit  of  proposed  solu1on  

!  T15  Product  fit  with  partners  offerings  

!  T16  Iden1fied  mutual  needs  in  the  rela1onship  

!  T17  Process  for  joint  problem  solving  

!  T18  Shared  Control  !  T19  Partner  

accountability  

!  S20  Shared  objec1ves  !  S21  Rela1onship  

Scope    !  S22  Tac1cal  and  

strategic  risk  !  S23  Risk  sharing  !  S24  Exit  strategies  !  S25  Senior  execu1ve  

support  !  S26  B2B  Strategic  

alignment  !  S27  Fit  with  strategic  

business  path  !  S28  Other  

rela1onships  with  same  /  other  partner/s  

!  S29  Common  strategic  ground  rules  

!  S30  Common  vision  

!  Cu31  Business  to  business  trust  

!  Cu32  Collabora1ve  corporate  mindset  

!  Cu33  Collabora1on  skills  

!  Cu34  Dedicated  alliance  manager  

!  Cu35  Alliance  Centre  of  excellence  

!  Cu36  Decision  making  process  

!  Cu37  Other  cultural  issues  

!  Cu38  Business  to  Business  cultural  alignment  

!  O39  Alliance  process  !  O40  Speed  of  

progress  so  far  !  O41  Distance  from  

revenue  !  O42  Joint  business  

plan  !  O43  Communica1on  !  O44  Health  check  /  

quality  review  !  O45  MOUP  or  

Alliance  Charter  !  O46  Change  

management  !  O47  Opera1onal  

metrics  !  O48  Business  to  

business  opera1onal  alignment  

!  O49  Exponen1al  breakthroughs  

!  O50  Internal  alignment  

!  O51  Project  plan  !  O52  Issue  escala1on  Page ! 19

Developing the Benchmark Set (I)

CSF Example Questions Importance Performance Result Co1 Do you have one or more joint business

value propositions for the alliance? 0-100 0-100 0-100

Co2 Have you performed adequate due diligence on the partner concerned?

0-100 0-100 0-100

Co3 Have you designed the appropriate legal / business structure for the alliance?

0-100 0-100 0-100

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Good data = good decisions : Bad data = bad decisions

1.  Start with the full list of 52 CSFs then ask the key stakeholders two questions: 1.  How important would you say this factor is (0-100)? 2.  How well do you think the factor is currently performing? (0-100)

2.  Compile as many key stakeholder views as appropriate and aggregate scores 3.  Decide which score levels will form the basis for the benchmark set 4.  Example Scores of 75+ only considered = Only CSFs that are regarded as Very Important or

Critically Important will be considered 5.  Finally compile the agreed CSFs into a questionnaire and send out to interviewees with explanatory

text

Scoring the CSFs

CSF Example Questions Importance Performance Result Co1 Do you have one or more joint business

value propositions for the alliance? 0-100 0-100 0-100

Co2 Have you performed adequate due diligence on the partner concerned?

0-100 0-100 0-100

Co3 Have you designed the appropriate legal / business structure for the alliance?

0-100 0-100 0-100

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Good data = good decisions : Bad data = bad decisions

1.  Scores in the VST System run from 0 to 100 2.  Acceptable scores end in a zero or a 5. For Example: 3.  0 = Not Important / Not performing at all / Not in existence / No Relevance / etc. 4.  25 = Slight Importance / Low performance / Just starting / etc. 5.  50 = Medium Importance / Medium performance level / middle of the road / neither good nor bad 6.  75 = Very Important / High Performance Levels / etc. 7.  100 = Critical Importance / Perfect Performance / Couldn’t be better / etc. 8.  Interviewees can choose points between these guidance scores. For example: 9.  If someone thought that the importance of Joint Business Value Propositions (Co1) was somewhere

between Very Important and Critical, he might score it 80,85, 90 or 95 out of 100. 10.  Similarly if someone thought that Due Diligence (Co2) was of relatively little importance he might

score it 30, 35, 40 or 45 out of 100.

MOUP Workshop Agenda

1 - Background, Introductions, Objective setting 2 - Relationship Analysis

-  Review Alliance Best Practice Ltd (ABP) findings -  Agree consensus view where misalignment exists -  Define agreed strengths and weaknesses and the reasons for them

3 - Relationship Planning -  Discuss / agree chosen relationship optimisation process -  Identify key stakeholders

Break 4 - Relationship Action

-  Select weakness areas and agree suitable remedial short term and long term actions -  Map key stakeholders to agreed actions -  ‘Sign off’ developed action plan -  Agree potential / probable commercial impact of actions

5 - Ongoing Relationship Review -  Agree a suitable cycle and format for action plan review (suggested 90 days)

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Smaller alliance scopes = One Day : Larger alliance scopes = Two Days

MOUP Contents

! Defining the relationship -  1 Vision -  2 Scope

! Developing the offerings -  3 Business value propositions -  4 Key stakeholders

! Aligning go to market (GTM) activities -  5 Market fit of proposed solutions

! Developing the relationship -  6 Reward systems -  7 Relationship development plans

! Controlling the relationship -  8 Decision making and issue

escalation process -  9 Relationship change management

! Reporting progress -  10 Key metrics -  11 Communication programme/s

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The following sections are recommended in the MOUP

Spider Chart (Example Only)

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Category Vision Skills Trust

Purpose To create a Vision and a strategy for the relationship.

To develop the skills and knowledge needed by both / all partners for success.

To grow the relationship effectively over time.

Objectives !  To agree the type of partnership to be pursued.

!  To agree the scope of the partnership.

!  To identify relevant key stakeholders from both / all partners.

!  To agree current relationship value (baseline).

!  To develop appropriate Business Value Propositions (BVPs).

!  To document the vision and strategy for the partnership.

•  To agree and document a joint go to market (GTM) plan.

•  To improve both / all teams collaboration skills.

•  To develop a simple and robust governance model.

•  To develop an internal and external communication programme.

•  To achieve a high degree of internal and B2B alignment.

•  To train all partners appropriately on the chosen products and services of the BVPs.

•  To increase the degree of organisational trust between all parties.

•  To deliver BVPs to time and quality. •  To increase the number and type of

BVPs sold. •  To secure investment funding and

executive support for the partnership from both / all partners.

•  To identify and eradicate cultural barriers to progress (both personal and organisational).

•  To monitor and manage progress to key performance indicators (KPIs).

Critical Success Factors (CSFs)

!  Common Vision !  Joint Business Plan !  Alliance Process !  MOUP

!  Collaboration Skills !  Communication !  Internal alignment !  B2B Operational alignment

!  Trust !  (B2B) Cultural alignment !  Senior Executive Support !  Operational Metrics

Outputs !  MOUP document !  Initial relationship value

statement/s. !  Go / No go decision for

the relationship. !  Partnering readiness

assessment (Optional).

!  Joint go to market (GTM) plan. !  Governance model. !  Communication programme. !  Training plan. !  Skills gap analysis report.

!  Relationship development plan. !  Alliance balanced scorecard. !  Relationship change management

plan. !  Annual relationship strategy reviews

(recurring). !  BVP innovation process.

Category Vision Skills Trust

Tasks !  Conduct alliance readiness

assessment (Optional)

!  Conduct TECP workshop to agree the type of partnership to be pursued

!  Conduct an MOUP workshop to agree: vision, strategy scope and key stakeholders

!  Agree current relationship value (baseline)

!  Develop / agree Business Value Propositions (BVPs)

!  Sign off MOUP

!  Run go to market (GTM) workshop

!  Assess both teams collaboration skills

!  Develop skills improvement plans

!  Develop scalable governance model

!  Develop internal and external communication programme

!  Develop internal and B2B alignment action plans

!  Train all partners appropriately on the chosen products and services of the BVPs

!  Develop an alliance balanced scorecard and monitor results quarterly.

!  Develop a joint relationship development plan

!  Track BVP progress and amend as necessary

!  Develop new BVP development process

!  Agree joint funding / resourcing budget for the relationship

!  Address cultural barriers through partnering attributes model

!  Monitor progress and report KPIs

Tools to Support Tasks !  ABP alliance capability

assessment tool !  Partner selection criteria

white paper !  How to run an MOUP white

paper !  How to calculate

relationship value white paper

!  How to run BVP workshops presentation

!  Various example MOUP sign off documents

!  How to run ‘Alliance to Win’ workshops

!  ABP alliance skills assessment tool

!  Various example governance models

!  Internal and external communication plan templates

!  Internal and B2B alignment discussion papers and training modules

!  Example technical skills training programmes

!  How to develop alliance balanced scorecards (white paper and slide deck)

!  Joint relationship development plan templates (various)

!  BVP tracking system !  Resourcing and funding plan

templates !  Partnering attributes model and

assessment tools !  Identity compass (slide deck)

Further Supporting Documentation

!  Best Practices in strategic alliances – A full list and description of all 52 CSFs

!  An Alliance Best Practice Taxonomy – A full list of all common terms used in the VST Methodology

!  VST Manual Version 8.0 – An 80 page comprehensive ‘How to’ manual for VST

!  Various Example briefing notes – Used to invite interviewees to participate in a VST exercise.

!  VST Briefing Pack for Senior Executives – A short briefing deck used to secure consensus and commitment to a VST exercise both internally and externally.

!  VST Pilot Dashboard Template – Used to report progress on a VST exercise.

!  VST Pilot Work plan – An excel template that can be used to project manage a VST exercise.

!  VST FAQ – A list of Frequently Asked Questions about VST.

!  VST Action Plan Template – A single page template for VST actions.

!  Note: All these materials are available to VST licence holders at www.alliancebestpractice.com/downloads

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The following supporting documents are also available

Example Alliance Balanced Scorecard

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Operational •  O47 Operational metrics •  O48 Business to

business operational alignment

•  O50 Internal alignment

Cultural •  Cu31 Business to

business trust •  Cu33 Collaboration

skills •  Cu38 Business to

Business cultural alignment

Commercial •  Co1 Business Value

Proposition (BVP) •  Co5 Key metrics •  Co10 Expected cost

value ratio

Strategic •  S20 Shared objectives •  S25 Senior executive

support •  S30 Common vision

Example Balanced Scorecard Outputs

0 10 20 30 40 50 60 70 80 90

100 CSF1

CSF2

CSF3

CSF4

CSF5

CSF6

CSF7

CSF8

CSF9

CSF10

CSF11

SF12

!  The example alliance balanced scorecard opposite is based on four dimensions which are each in constructive opposition with each other. These are

!  Commercial and Cultural

!  Strategic and Operational

!  The goal is twofold: -  Make the two lines the same shape

(Alignment) and -  Make the resulting shape as large as

possible (Optimisation)

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Further Details

For further details please contact;

Jeff Noel

Alliance Best Practice Associate

Alliance Best Practice Ltd

Web: www.alliancebestpractice.com

Office: +1 (845) 901 7104

E Mail: jeff.noel@alliancebestpractice.com

LinkedIn Group: Alliance Best Practice New York