Transcript Managing Strategic Alliances and Partnerships Dr. Kathleen McGroddy-Goetz, Managing Principal,

Managing Strategic Alliances and
Partnerships
Dr. Kathleen McGroddy-Goetz, Managing Principal,
IBM Engineering and Technology Services
The Importance of Alliances & Partnerships
Opportunity for mutual success
Penetrate new market
 Customer access
 Credibility
Enhance offering
 Adjunctive technology
Ability to influence
 Standards
 Define new market
Challenges
Preconceived notions
 Putting each other in a box
Cultural clashes
Navigating internally
 “One throat to choke”
Credibility in the marketplace
 Are you here to stay?
Threat of competition
 By partner
 With other potential partners
Planning for Success
 Start the relationship
 Find synergies, common goals, and differentiating value
 Gain executive support with key influencers
 Be persistent
 Manage the relationship
 Ownership
 Define roles and responsibilities
 Communication – build trust
 Grow the relationship
 Highlight early successes
 Constantly look for new mutual opportunities
 Make it personal
Long term relationships
 The Challenge
Medtronic, Inc.
 Medtronic required a
platform to communicate
with its line of
programmable cardiac
pacemakers
 ThinkPad® technology as
a motherboard
reference design
 Custom-designed medicalgrade power supply
 The customer selected IBM
because of our advanced
skills and technology base
 IBM custom-designed pen
and touch screen system
 The Solution
 15-inch LCD display
 Access to IBM expertise
and technologies
 IBM's ability to supply
components at a very cost
competitive price
 IBM Value Proposition
System Integration:
 Thermal chart recorder in a
magnesium case
Medtronic, Inc.
Cardiac Pacemaker
Programmer
 Customer Benefits
 Ease of use
 Increased market share
 Allowed customer to focus
on their core business
Sharing common goals
Unique value that differentiates
"The stunning deal between IBM and
the University of Pittsburgh Medical
Center is not only a landmark for
those two organizations but a new
standard for the type of forwardlooking, precedent-setting relationship
that should begin to characterize the
new ways the IT customers and
vendors regard each other, " says Bob
Evans, editorial director,
InformationWeek.