Partnering at the Speed of Business: Excerpts from The Partnering Guide Blog

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3 Parterig at the Speed of Busiess: Excerpts from The Parterig Guide Blog Parterig at the Speed of Busiess It is o secret. Busiess is movig faster tha ever before. Ad the formula for success i digital busiess trasformatio is Techology + Parterig. A commo theme of sessios at the ASAP Global Summit over the past several years has bee how to parter faster. By defiitio, brigig multiple compaies together to create a joit solutio adds complexities ot faced by a sigle compay iovatig ad goig to market aloe. While parterig certaily offers some advatages of speed, the complexities ca also cause solutio developmet to bog dow. Workig out agreemets, settlig disputes, ad just gettig decisios made we ve all experieced legthy delays that erode iteded value. What follows is a collectio of posts from The Parterig Guide, our blog that covers tredig issues i parterig, collaboratio, alliace maagemet, ad digital busiess trasformatio to the ecosystem ecoomy. I these posts we show how etrepreeurial agility ot oly accelerates the parterig process, but also helps you get smart quickly about value assumptios ad alliace busiess models that will drive the outcomes that you ad your stakeholders seek. The fial post i this collectio looks back at the publicatio 20 years ago of The Rhythm of Busiess, Jeff s ladmark book that still uderpis our work today. Ja ad Jeff Ja Twombly, CSAP Jeff Shuma, CSAP, PhD Newto, MA March

4 Parterig at the Speed of Busiess: Excerpts from The Parterig Guide Blog The New Currecy of Busiess Speed is the ew currecy of busiess, says Marc Beioff, chairma ad CEO at Salesforce. Ad he s spot o! Bai s Firm of the Future practice makes the key poit that success depeds o how firms deliver the beefits of scale ad itimacy better ad faster to customers. What is usaid is that it takes a ecosystem of parters too, because of the complexity of the techologies ad the domai expertise required to apply them withi specific use cases. Ad these parters probably are ot the same oes that help you service eterprise customers with traditioal solutios, or where the purpose of the partership was for balace of trade. For example, idustrial giats such as Scheider Electric ad ABB are co-creatig customer-facig solutios with the likes of Microsoft ad IBM, sigificatly expadig those relatioships. At the same time, IT leaders icludig Itel are parterig with auto maufacturers ad battery developers to produce the ext geeratio of trasportatio. The biopharma ecosystem ow icludes app developers ad artificial itelligece compoets. Saofi ad Verily, the life sciece arm of Google, just lauched Oduo, a virtual diabetes cliic. Additioally, the promise of digital busiess trasformatio offers opportuities for midmarket ad smaller busiesses, promptig techology purveyors to establish a ew set of chael parters ad to work with these parters to offer ad co-sell specific solutios for this market. Learig to Trust at the Speed of Busiess Parterig has always required the elemet of trust. Not absolute trust. Just eough trust for the activity at had. Do more complex solutios require greater trust tha traditioal chael or licesig relatioships? There is a case to be made that they do especially whe it comes to the parters who egage with the ed customer or who are core to the solutio. The questio the becomes how do you develop eough trust to speedily build the parter ecosystem ad etworks eeded for your busiess at this momet i time kowig that a differet set of parters could be required tomorrow? We ve cosistetly observed a two-part aswer: 2

5 Parterig at the Speed of Busiess: Excerpts from The Parterig Guide Blog 1. Have a cosistet framework for buildig the partership so that the parters trust they are aliged as to the what, why, ad how of value creatio for the ed customer, themselves, ad ay other parters ivolved 2. Uderstad ad follow the assumptio validatio process used by successful etrepreeurs ad iovators To develop trust ad to parter at the speed of busiess requires etrepreeurial agility the ability to use your parterig framework to idetify critical assumptios, the data eeded to validate or ivalidate them as quickly as possible, as well as the meas for collectig ad evaluatig the data. Note that this data has to be collected i real world iteractios workig with your parter preparig to egage with the ed customer or whe iteractig with the ed customer. If the data proves a assumptio is ot valid, you eed to iterate your assumptio quickly, redesigig the uder-performig framework compoet. To develop trust ad to parter at the speed of busiess requires etrepreeurial agility The Miimum Viable Partership You ca thik of this iitial iteratio of your partership as a MVP the Miimum Viable Partership to lauch ito the busiess eviromet. After all, why sped weeks or moths buildig a comprehesive busiess pla for your partership oly to discover a fudametal flaw i your offerig? For example, you thik your offerig will be a gateway for customers ad it turs out they wat it embedded ad itegrated ito other platforms they already use. Gettig that assumptio wrog could have sigificat impact o the resources each parter makes available ad whe possibly eve to the poit that oe of the parters o loger sees the busiess case as valid. Would t you wat to ucover that as quickly as possible before too much time ad moey have bee spet? This etrepreeurial approach to parterig is aki to the popular method of buildig a compay kow as lea startup. Call it lea parterig. Whe speed is the currecy of busiess ad busiess success depeds o deliverig solutios through a ecosystem of parters, parterig has to happe at a equivalet speed. Our ext few blog posts will delve ito the parterig framework ad the assumptio validatio process. 1 Bai, April 2017, busiess-isights/ the-firm-of-the-future.aspx 3

6 Parterig at the Speed of Busiess: Excerpts from The Parterig Guide Blog Desigig the Why, What, ad How of Your MVP Miimum Viable Partership Lori Coles, our parter at Alliacesphere, ofte says, There is a differece betwee vibratio ad forward motio. The wiers i busiess today recogize speed is the currecy of busiess ad usig it to move i the right directio is equally critical. With apologies to Lewis Carroll, too may compaies take the approach of if you do t kow where you are goig, ay road will do. Whe it comes to buildig the parterships that allow you to co-create, co-develop, ad moetize complex solutios, beig ready to move forward with haste takes a robust framework that lets you idetify ad egage with the right parters at the right time. A customer-i, desig thikig approach is eeded. That meas workig back from the desired customer ad parter experiece. The experiece could be delightful the trip of a lifetime, made possible by a seamless etwork of parters, perhaps. Or it could be a aswer to a problem that is potetially worth billios i value for the customer the ability to produce high capacity batteries without the evirometal ad safety issues. The Value Assumptio the Why of Parterig The desired customer experiece cotributes to defiig compay strategy, which i tur iforms the parterig strategy. Traditioal thikig about idetifyig ad selectig parters says to idetify potetial parters through a scoutig ad ladscapig process that is both prescriptive ad opportuistic. Oce idetified, coduct a busiess ad techological due diligece; idetify busiess, legal, ad huma risk; ad assess strategic, operatioal, ad cultural fit hopefully to result i the ability to do a deal. To parter at the speed of busiess, there is oe key questio that eeds to be asked before ay other due diligece is coducted: Will this potetial relatioship create value for the ed customer, the parter, our compay ad other egaged ecosystem parters? If the assumptio is yes, there is eough value for all, the be certai that you ad your core parter(s) are aliged o the commo purpose or goal you are workig toward together ad that each is willig to assume the risks iheret i creatig the specific value each seeks. What s eough value? Every compay 4

7 Parterig at the Speed of Busiess: Excerpts from The Parterig Guide Blog has a bechmark rate of retur it seeks o ivestmets. You should be fairly cofidet that, if successful, the partership will clear that hurdle. The strategic value from the partership should also be sigificat. Value comes i may forms, icludig (but ot limited to): Access to a disruptive techology perhaps eve exclusively for some time or for a specific use Domai expertise The opportuity to lear from a parter to develop a capability that the compay eeds for its growth The reach of a parter s etwork A source of data otherwise uattaiable, or access to a chael for moetizig data What s eough value? Every compay has a bechmark rate of retur it seeks o ivestmets. You should be fairly cofidet that, if successful, the partership will clear that hurdle. Ability to eter a market that otherwise would be closed to your compay If the potetial parters trust that their commo purpose is likely to produce the value each seeks, the it is time to get to work to figure out your MVP, the Miimum Viable Partership, usig your parterig framework to shape how the parters will egage with each other, additioal parters, ad the ed customer. Build Trust by Desigig the What ad How of Parterig value creatio operatig Framework Ecoomic model Collaboratio value delivery Goverace Process value capture Figure 1 Alliace Busiess Model Oce the value assumptio is established, desig the iitial alliace busiess model (See Figure 1) how value is created, delivered, ad captured through the ecoomic model, operatig framework, ad goverace process. These compoets describe what each parter does ad how the parters collaborate i pursuit of the commo purpose that hopefully delivers o the value assumptio. 5

8 Parterig at the Speed of Busiess: Excerpts from The Parterig Guide Blog To save time if you are eterig ito a umber of similar complex collaboratios, you may wat to develop a stadard model that ca be a startig poit for multiple parterships of a certai type. At the start of a ew partership you have o choice but to make a umber of assumptios i each of these three areas. The trick is to put just eough detail ito each compoet so that the parties are willig to move forward with value-creatig activities. After all, why sped weeks or moths buildig a comprehesive busiess model for your ew partership oly to discover a fudametal flaw i oe or more of your key assumptios? Oce aswered, the critical how questios easily lead to actio. These are the miimal questios to address before resources are committed to the work of the alliace (See Figure 2 Collaborative Workstreams): Collaborative Workstreams Miimal HOW Questios How much value (order of magitude) do we foresee ca be created? Is it sufficiet to make the potetial alliace attractive? Creatig the Ecoomic Model Desigig the Operatig Framework How are we goig to cotribute resources ad share value ad risk? What forms ad sources of value are we expectig each parter is makig available to achieve the objectives of the alliace? You do t eed specifics, just a uderstadig of the geeral busiess model, e.g., this is a 50/50 alliace or oe party bears the costs ad most risks ad the other ears a royalty for makig a key techology available How are we goig to work together? Who is goig to do what, i light of the respective capabilities, expertise, ad resources of each parter? Developig the Goverace Process How are we goig to measure ad collect the data eeded to track our critical assumptios? How will decisios be made? What are the guidelies for use of each other s itellectual property as well as owership of joitly created IP? Figure 2 Collaborative Workstreams 6

9 Parterig at the Speed of Busiess: Excerpts from The Parterig Guide Blog With this miimal framework i place, you ca quickly get to the desig of the first iteratio of your solutio ad be ready to egage with customers ad other parters eeded to iteratively develop it ad take it to market. To parter successfully at this fast pace, a simple documet, such as a memoradum of uderstadig (MOU) or a teamig agreemet ca suffice to carry you through the MVP period the testig of your most critical assumptios about value. Cisco s Hyper-Iovatio Livig Labs (CHILL) uses a very similar approach, defiig focus zoes about a certai customer eed, problem, or opportuity; assemblig ecosystem parters to create a prototype solutio, ad testig it with customers. It uses a simple scorecard ad a two-page agreemet to kick-off the work. Are we skippig the critical step of vettig potetial parters, coductig due diligece o their capabilities ad techology? No, we are ot. With a value assumptio strog eough to start workig together, your due diligece is coducted i real time, i the real world, ad mutually. You ll lear eough about each other to idetify the risks that must be maaged ad the challeges to realizig the full iteded value of the alliace. Armed with this uderstadig, you ad your parter(s) will have market validatio ad be o your way to a productive collaboratio faster tha if you took the time to idetify ad traditioally evaluate parters, build a busiess pla, ad create a comprehesive cotract. Our ext post will discuss how to lear fast whether your assumptios are right or wrog, iterate them as required without breakig your partership, ad be well o your way to capturig iteded value. 1 Furr, O Keefe, ad Dyer, Maagig Multiparty Iovatio, Harvard Busiess Review, November

10 Parterig at the Speed of Busiess: Excerpts from The Parterig Guide Blog Fail Fast to Lear Fast Parterig at the speed of busiess requires the etrepreeurial agility to adapt ad evolve, especially whe pursuig a busiess trasformatio ageda. Agility ad imbleess ca be quite challegig i complex parterships that must avigate the strategies, structures, processes, ad cultures of two or more compaies to get aythig doe. The task for alliace professioals is to esure that, collectively, the parters lear fast. If your alliace or parter etwork is to maximize the value cotemplated by its value assumptio (See Desigig the Why, What, ad How of Your MVP the Miimum Viable Partership), it eeds a process i place to lear about the validity of the compoets of the value assumptio, as well as the alliace busiess model put i place to operatioalize ad gover the alliace. Learig fast has real, quatifiable value, especially i a time of busiess trasformatio. It is ofte said that compaies ad by extesio, alliaces must fail fast i their iovatio edeavors to ot waste time ad moey o lost causes. McKisey fids that the advatage does t come from beig quick to stop somethig that is t workig out it comes from beig quick to lear from the failure. The three-year reveue growth (of over 12 percet) for the fleetest was early twice that of compaies playig it safe with average reactios to digital competitio. Why is that? First movers ad the fastest followers develop a learig advatage. They reletlessly test ad lear, lauch early prototypes, ad refie results i real time cuttig dow the developmet time i some sectors from several moths to a few days. 1 Alliace professioals orchestratig the collaboratios drivig busiess trasformatio must help their orgaizatios fail fast to lear fast to get smart quickly for few dollars. Get Smart Quickly: The Iterative Learig Process of Assumptio Validatio You have limited facts i had whe you first alig with your core parter(s) o the alliace value assumptio ad desig the alliace busiess model that is iteded to deliver o that value. Without facts, you have assumptios. They should be as iformed as possible by past experieces ad data, but 8

11 Parterig at the Speed of Busiess: Excerpts from The Parterig Guide Blog do t let the perfect be the eemy of the good. As Jeff Bezos says, Most decisios should probably be made with somewhere aroud 70 percet of the iformatio you wish you had. If you wait for 90 percet, i most cases you re probably beig slow. 2 To get smart quickly, alliace professioals are well-served to develop a learig advatage withi their alliace ad parterig teams. The assumptio validatio process uderpis etrepreeurial agility, the scietific method, ad iovative developmet. It is your Rosetta stoe the decoder rig for learig fast. The Process Learig occurs i iterative cycles. Every cycle begis with a iitial level of uderstadig based o all the iformatio you have at that time. You the make assumptios based o your uderstadig. Assumptios are your hypotheses about what is true or ot true based o your curret level of uderstadig. I our case, everythig that goes ito the desig of the miimum viable partership is a assumptio. Some are based o better iformatio tha others. The assumptio validatio process uderpis etrepreeurial agility, the scietific method, ad iovative developmet. It is your Rosetta stoe the decoder rig for learig fast. Data is the fuel for the process. To lear, to kow if your assumptios are right or wrog, you must idetify the data to collect ad how you will collect it to validate or ivalidate your assumptios (See Figure 3 Assumptio Validatio Process). Practice Gai Real World Experiece to Validate or Ivalidate the Assumptios Lear fast Iformatio develop Baselie uderstadig assumptio make hypothesis about what is true or ot true Figure 3 Assumptio Validatio Process 9

12 Parterig at the Speed of Busiess: Excerpts from The Parterig Guide Blog The chief skill is ot beig right i the iitial assumptios. No oe is ever completely right with his or her first assumptios. The skill is i the ability to quickly gather the specific iformatio you eed to validate or ivalidate your core assumptios. Some assumptios are more importat tha others. For example, let s stipulate that oe of the most importat aspects of your alliace value assumptio is how customers will egage with your solutio. To use a example from our experieces, suppose the ecoomic model of your alliace is based o customers directly accessig your solutio. Your assumptio is that customers will go to your website, dowload your app, or maybe go directly to your busiess to experiece the offerig developed by you ad your parter(s). I fact, the ecoomic model of the partership is based o it. It might ot be so attractive if customers wat it, but wat it through aother chael. The assumptios are the put ito practice iitially i a miimally viable way so that you ca lear fast what is right ad what is wrog. Note that this data has to be collected i real world iteractios with customers. If the data proves a assumptio is ot valid, you eed to iterate your assumptios quickly. This cycle repeats ad repeats as ay edeavor grows ad develops. The chief skill is ot beig right i the iitial assumptios. No oe is ever completely right with his or her first assumptios. The skill is i the ability to quickly gather the specific iformatio you eed to validate or ivalidate your core assumptios. By icorporatig that learig ito the ext set of assumptios, you will ecessarily be closer to the right value assumptio ad alliace busiess model. With so may assumptios uderlyig the alliace busiess model, how do you determie which are the more importat assumptios to validate? By followig the premise of the miimally viable partership, you have already idetified them by aswerig the Miimal How Questios. There is, of course, a compaio set of assumptios about the solutio or offerig itself. It is ot a simple matter to uderstad the core assumptios about the customer eed or value-creatig opportuity your joit solutio satisfies ad decide o the alliace busiess model that ca deliver it. The right features could override egatives about the egagemet model or the egagemet model could egate cuttig-edge features. Fortuately, with today s sophisticated aalytical capabilities, you do t have to guess! You ca collect data o all of your critical assumptios ad sort out the most importat aspects to get right. I the case example above, the critical assumptio was that customers wat to access their solutio directly. However, data gathered by the parters from iteractios with real customers demostrated that customers wat the solutio, but they do t wat to access it directly. This caused the parters to re-examie their value assumptio ad revise the alliace busiess model early i their partership. 10

13 Parterig at the Speed of Busiess: Excerpts from The Parterig Guide Blog The Learig Advatage We ve always believed that success is drive by the ability to lear ad quickly iterate the assumptios you make. The McKisey data cited above bears out that belief. It is our experiece from workig with ad formig alliaces, parterships, ad collaboratios, ad etrepreeurial etities over may years that the majority of people do ot take the time to idetify ad evaluate their critical assumptios i order to lear fast. Alliace professioals who uderstad ad help their teams follow the assumptio validatio process used by successful etrepreeurs ad iovators build a learig advatage that creates sigificat value for their compaies ad parterships. 1 Why digital strategies fail, Jacques Bughi, Taguy Catli, Mari Hirt ad Paul Willmott, McKisey Quarterly, Jauary Emphasis added 2 com/2017/04/12/amazo-jeff-bezos-2017-shareholder-letter.html 11

14 Parterig at the Speed of Busiess: Excerpts from The Parterig Guide Blog 20 Years Later, Rhythm is More Importat tha Ever As Jauary 2018 drew to a close, I could t help but thik back 20 years, to the ed of Jauary 1998, the moth my book, The Rhythm of Busiess: The Key to Buildig ad Ruig Successful Compaies was first published..1 It describes the atural developmet process successful etrepreeurs use to build ad ru their busiesses. I metaphor ad i reality, successful etrepreeurs feel the rhythm of their busiess. Whe they do, they kow what they eed to lear about their customers, the parter ecosystem, ad the busiess model that will create, deliver, ad capture value for all cocered. That focus o gettig smart quickly lets them operate with ecessary speed ad gives them agility to adjust with quick, easy grace as they lear what eables their success. Speed ad agility are certaily much discussed today, by both etrepreeurs ad busiesspeople i large eterprises, so I decided to take a fresh look at what I wrote more tha 20 years ago to reflect o its relevace today. From Jauary 1998 Here are a few excerpts from The Rhythm of Busiess: Customers Never stop the dace with the customer because customers drive busiess ad create its basic rhythm. To be successful i busiess today you must see your customers as idividuals, ot as part of a mass market of faceless people. Parters A compay should egage i oly those activities i which it has a key skill/core competecy. Structurig the busiess aroud its core competecies ad eterig ito alliaces with other compaies for all other eeds is a strategy that allows for great flexibility. 12

15 Parterig at the Speed of Busiess: Excerpts from The Parterig Guide Blog A etwork of aliged busiesses requires each member compay to recogize its iterdepedece, be willig to exchage iformatio, collaborate with each other, ad customize its solutios to maitai its positio withi the etwork Develop log term relatioships rather tha pursue oe-time trasactios. Busiess Models Attemptig to develop a product ad/or service that fulfills a customer s eeds, testig that solutio i the marketplace, learig from that test, ad the refiig the solutio to more accurately satisfy the customer s eeds ad doig this agai ad agai ad agai is what it takes to achieve ad maitai success. You eed to equip your busiess with the latest ad best techologies as well as the fastest desig ad productio facilities, so you ca gather ad process iformatio quickly ad take advatage of the opportuities you see. Failure is a itegral part of achievig success. No path to failure is more direct tha a fial decisio because fial meas o more iformatio. Success requires the ability to get smart quickly about customer eeds ad the appropriate busiess model that satisfies those eeds better tha ay other compay. Back to Today I Washigto Irvig s story, Rip va Wikle fell asleep ad woke up twety years later, havig missed the America Revolutio, the death of his wife, the marriage of his daughter, ad the birth of his gradso. 2 If istead he d goe to sleep i 1998 ad woke up this morig, he would have missed the fudametal trasformatio from the 20th cetury s uderstadig of how to achieve success i busiess to the 21st cetury s busiess eviromet. I 2018, resiliecy, agility, ad the courage to be bold ad thik differetly are essetial i the face of ever-chagig market dyamics. Decisios have to be made quickly ad with icomplete iformatio i a costatly chagig eviromet where customers are i cotrol; access is more importat tha owership; products are commodities; the experiece is paramout; ad ay advatage is fleetig. 13

16 Parterig at the Speed of Busiess: Excerpts from The Parterig Guide Blog No woder speed, agility, ad specifically the ability to lear fast to feel the rhythm are eve more essetial today tha i For example: 1 The Rhythm of Busiess: The Key to Buildig ad Ruig ad Ruig Successful Compaies, with David Rotteberg, Butterworth Heiema, Rip Va Wikle, short story by Washigto Irvig, published i The Sketch Book i Marc Beioff, speed-is-the-ew-currecy-of-busiess-hpe-adsalesforce 4 Bai, April 2017, www. bai.com/publicatios/ busiess-isights/the-firmof-the-future.aspx 5 Orgaizig for the age of ucertaity, Aaro De Smet ad Chris Gago, McKisey Quarterly, Jauary KPMG 2016 Global Trasformatio Study, Succeedig i Disruptive Times:Three critical factors for busiess trasformatio success, com/cotet/dam/ kpmg/pdf/2016/05/ global-trasformatio-study-2016.pdf 7 com/2017/04/12/ amazo-jeff-bezos-2017-shareholder-letter.html Marc Beioff, Chairma ad CEO at Salesforce says, Speed is the ew currecy of busiess. 3 Bai s Firm of the Future stresses that success depeds o how firms deliver the beefits of scale ad itimacy better ad faster to customers. 4 McKisey reports that at the highest-performig compaies, speed is the objective fuctio, the operatig model, ad the cultural bias. Ad more: speed is a imperative...the urgecy imperative places a premium o agility: it eables the shift to emerget strategy, while uleashig your people so they ca reshape your busiess i real time. 5 KPMG believes that seior busiess leaders must improve their orgaizatios ability to access deep customer, competitive ad operatioal isights, to act with agility ad embed iovatio withi their core busiess. 6 Jeff Bezos, i his April 2017 letter to Amazo shareholders, highlights makig ot just high-quality decisios but high-velocity decisios. Most decisios should probably be made with somewhere aroud 70 percet of the iformatio you wish you had. If you wait for 90 percet, i most cases you re probably beig slow. 7 Savvy busiesspeople kow the pace of busiess oly cotiues to icrease. They also are keely aware that sometimes oe has to move slowly i order to the move fast. You eed to esure you have the capability to lear about your customers, the parter ecosystem, ad busiess model i order to develop the agility to move ad adapt with quick, easy grace. A Formula Oe race car driver ca hit 200 mph o a straightaway, feelig whe he or she eeds to slow dow ad whe to put the pedal to the metal. Successful executives have to develop that same ability. That is, as I wrote i 1998, you eed to feel the rhythm of your busiess To lear more about etrepreeurial agility, visit the Etrepreeurial Classics sectio of our Isights library. You ll fid a collectio of articles about the busiess developmet process successful etrepreeurs ituitively follow. This iterative approach to etrepreeurship chroicled i The Rhythm of Busiess is cosidered de rigueur today ad is kow as lea startup. Ejoy this compedium of classic articles ad gai isight ito the midset eeded to be successful i the customer-obsessed, costatly evolvig busiess world of today. 14

17 Parterig at the Speed of Busiess: Excerpts from The Parterig Guide Blog Recet Thought Leadership Publicatios from The Rhythm of Busiess ad SMART Parterig Beyod the Pill Strategies: Biopharma Parterig s Next Frotier, Jaice Twombly ad Jeff Shuma, The Rhythm of Busiess, Ic., August Outsources Service Providers or a Ecosystem of Strategic Parters, Jaice Twombly, Pharmaceutical Outsourcig, Volume 18 Issue 4, July/August The Power To Parter Everywhere: Why You Need It, What It Is, How to Build It, Jaice Twombly, Jeffrey Shuma ad Lori Coles, The Rhythm of Busiess, Ic. ad Alliacesphere, LLC, Masterig the Speed, Scale, ad Scope of Parterig for the Coected Ecosystems of the Fourth Idustrial Revolutio, Jaice Twombly, Jeffrey Shuma ad Lori Coles, Strategic Alliace Magazie, pp , Summer Effective Developmet ad Maagemet of Multichael Strategy, Jaice Twombly, Jeffrey Shuma ad Lori Coles, Effective Executive, Vol. XIX, No. 2, Jue 2016 pp Parterig: Coective Tissue or Achilles Heel of the Iteret of Thigs? The Associatio of Strategic Alliace Professioals, Coferece Keyote Summary, March Itegratig a Multichael Strategy, Jaice Twombly, Jeffrey Shuma ad Lori Coles, The Rhythm of Busiess, Ic. ad Alliacesphere, LLC, December Suddely, Parterig is New Agai, Jaice Twombly ad Jeffrey Shuma, The Rhythm of Busiess, Ic., Jue Parterig i a Time of Ucertaity, Jaice Twombly ad Jeffrey Shuma, Strategic Alliace Magazie, pp , Quarter 2, SMART Parterig: Orchestratig Success i the Era of Coected Ecosystems, Jaice Twombly, Jeffrey Shuma ad Lori Coles, The Rhythm of Busiess, Ic. ad Alliacesphere, LLC, March Improvig Parterig Outcomes What s a Alliace Professioal to Do? Jaice Twombly ad Jeffrey Shuma, The Rhythm of Busiess, Ic., October Parterig Strategy: The New Frotier for Chief Strategy Officers, Jaice Twombly, Jeffrey Shuma ad Lori Coles, Iovatio Eterprise, com/articles/243-parterig-strategy-the-ew-frotier-for-chief-strategy-officer, October The Questio of The Momet: Who Should We Be Parterig With Now? Jaice Twombly ad Jeffrey Shuma, Effective Executive, Vo. XVIl No. 3, September 2014, pp Flip the Questio: Wat New Opportuities for Alliace Maagemet? Demostrate Value that Matters to Seior Executives, Jaice Twombly ad Jeffrey Shuma, Strategic Alliace Magazie, pp , Quarter 2,

18 Parterig at the Speed of Busiess: Excerpts from The Parterig Guide Blog About The Rhythm of Busiess Ja Twombly, CSAP ad Jeff Shuma CSAP, PhD, are the pricipals of The Rhythm of Busiess. Sice 1999 they have developed thought leadership, cosulted globally, ad offered educatio ad traiig, focusig o drivig successful busiess outcomes through parterig ad alliaces. Built o a foudatio of etrepreeurship ad ew busiess developmet, ed-to-ed frameworks from The Rhythm of Busiess embed the primacy of the customer, a rich uderstadig of value, ad a focus o quickly learig ad implemetig what matters for success. Shuma is also professor of maagemet at Betley Uiversity i Waltham, MA where he is educatig the ext geeratio of busiess leaders i etrepreeurial thikig coupled with maagig strategic alliaces ad parterig iitiatives. I 2013 The Rhythm of Busiess joied forces with Alliacesphere, a leader i collaborative executio. Together, they deliver executive suite-sposored, eterprise wide solutios that build the ext geeratio parterig everywhere capability required to realize the value of digital busiess trasformatio. Forge your path to parterig ad alliace success with The Rhythm of Busiess at your side. Lear more ad access our rich library of isights at Drivig Parterig Outcomes Sice The Rhythm of Busiess, Ic. 16

19 Parterig at the Speed of Busiess: Excerpts from The Parterig Guide Blog Drivig Parterig Outcomes Sice