8 Focus Areas (en)

🐘 Focus Areas 🐘

How we cut the Elephant

We cut Ecosystem Development into the 8 focus areas we detail below. The level of detail we chose is not too deep so you can understand what we mean for each cut without being overwhelmed. You could divide the 8 elements between the Conspiration (co-marketing, co-selling, co-serving, co-innovating) we ultimately seek, and the rest: what facilitates the Conspiration.

Ecosystem Vision & Strategy

Because the relationships with the ecosystem are often seeded from the Organizational Vision & Strategy, customers use the opportunity to reassess it, before entering the Ecosystem work.

Here are some of the elements of the Ecosystem Vision & Strategy: Partner Identification, Partners' Servicing of Customers JtbD, Partners' own JtbD, Partners' own Partners, the Perfect Stack (ours & partners'), Partner Strategy, Partner Business Case, Partnership Value Proposition to Customers, Partner Scorecard, Broader Ecoystem Vision, Partner GTM & Direct GTM, Partnership Business Financial Plan & other KPIs, Partnership Principles, Why Partner (for internal teams), Partnership & Organizational OKRs, Partner Ecosystem Monitoring, Partner Facing Summary.

Organization & Ecosystem are in constant dialogue. Even if we do not start by revisiting the Organizational Vision & Strategy, the Ecosystem Vision & Strategy will have us modify it anyway, and it will keep improving throughout our work as we understand better each of the partners in the ecosystem and ourselves in these relationships.

Elements we look at:

Change Story, Target Customer & Personas, Customers' Jobs-to-be-Done, Customers' Buying Process, Product Vision & Strategy, GTM Strategy, Quantitative Models, BI systems, Core Competencies, Network Effects, Why Partner? (an open question to org stakeholders) Partnership Readiness.

Ecosystem

Leadership & Culture

Who leads the Ecosystem efforts? Who manages the partner relationships? What are the reporting lines? What are the partner roles? How do one transitions to these roles? How do the Indirect & Direct businesses interface? Is a "direct business" still a thing? How does the Rhythm of Business take into account the Ecosystem? ...

Partnership Programs

That part is about structuring early ecosystem practices into a structured program... The clarity and predictability will build trust in the Ecosystem. This focus area includes Partner Tiers, Commission/Rebate Levels, Payment, Ideal Journeys & Gamifications, Legal Tools, Multi-level Programs, Partner Pitch, Exit Plan (to Offboard), Program Guide, Perf/Health Analytics.

Partner Journeys Facilitation

How engaged are people within your organization? What's the level of trust? The global base rate for both engagement and trust are low. Even if both your organization and your partner's were outliers showing high level of engagement and trust, it does not guarantee this particular partnership will benefit from high level.

So, how do we engage Partners and more specifically the different stakeholders at the Partners? It includes To-Partner Marketing, Partner Recruitment, Partner Discovery, Committing incl. Contracting, Perf/Health Plan, Partner Kick-Off & Onboarding, Stakeholder Recruitment & Engagement, Rolling Thunder Campaigns, Partner Comms & Collaboration, Partner Advisory Board, Partner Community, Partner Events, Rewards, Concierge Services, Signals to monitor/trigger, Evaluation, Flow.

Joint Business Planning

How aligned are people within your organization? Again, taking into account the base rate, you want to use Joint Business Planning to compensate for each organization's shortcomings not only at the moment of setting objectives but with a recurrent rhythm of business (regular check-ins and QBRs) and Scorecarding that clarifies expectations both in terms of Performance and Health. When expectations are not met, PDPs become PIPs, and unfulfilled PIPs lead to offboarding.

Partner Enablement

Offering the Assets Partners need (way less is more), Assessing the Talent to develop Personalized Journeys (as granular as we can afford them), delivering learning experiences, certifying and the other intervention modes (advisory, mentoring, coaching)...

Please refer to the How section for more details.

The graph maps PeakPerform's 7 interventions in 2 dimensions: time to deliver and type of knowledge.

Translated & Adapted from

Dr. Leonardo Esteban Ravier Rodríguez - General Theory of Coaching - https://repositorio.uam.es/handle/10486/695859

Conspiring

A provocative term to bundle all the juicy cuts: what organizations ultimately care about are these activities: co-marketing, co-selling, co-serving clients, and co-innovating. The rest is meant to facilitate these activities.

We use the original meaning of the word "Conspiring": Breathing Together. We do not mean any of the negativity carried by the term these days. But we enjoy the fact it is provocative, will make it easier to remember.

Augment & Automate

Prioritization of Jobs-to-be-Done & Requirements, Assess Current Systems, Discover Solutions & Vendors, Map Vendor Choice & Internal Complements to do the JtbD, Implementation, Usage & Outcome Monitoring...

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