IN UN N S ES N SI BU O VA TIO N CORPORATE STRATEGY D AN TH GR O W N IO DEPLOYMENT MANAGEMENT T IN RE M ER EN FF GS AN EA SU BUSINESS OUTCOMES AT GR TE IN DEVELOPMENT O SY ST S TIE ILI EM S B PA AN CA D D SUPPORT M SHARED ACCOUNTABILITY IT STRATEGY INTERNAL ORGANIZATION Figure 2 - Partner Integration Model on the roles the company intends to pursue and thus the roles partners play. Roles are the key organizing principle in the ecosystem. Operational decisions-how to work together to take the collective solution to market, how to deliver the intended customer experience and business outcomes-cannot be decided without the true customer focus that comes from being fully integrated with the business. These decisions include: How to build appropriate levels of openness and transparency into operations. How to ensure readiness to transition from development (get-to-market) to deployment (go-to-market). (See Figure 2-Partner Integration Model) How to manage coopetition within the eco system. How to manage governance across exec utives, operations, and the field, as well as across multiple business units and functions, with an ever-changing mix of partners. The decisions guide you on how to build out the ecosystem of partners that best allows your company to innovate and grow. Principle 4: Governance guides operations A robust, overarching governance process provides the mechanisms to allow partnering activity to flow freely, driving outcomes and measurable impact. Governance also interlocks with each function in each step of the get-to-market and go-to-market processes to ensure transition points are stable, but managed with agility. The partnering-everywhere governance process must be capable of: Managing individual relationships and the overall ecosystem. Q1 * 2017 | STRATEGIC ALLIANCE MAGAZINE 21