Buzz Kill: Enter the old business planning process<\/h2>\n\n\n\n
Annual business planning, quarterly business reviews with the same focus on \u201cassess, discuss, plan, document, blah, blah, blah\u201d then sign off on the actions to be reviewed in three months\u2026three months! It\u2019s 2020 people \u2013 anyone not in a coma knows that a lot can change in three months. Article after article \u2013 good and accurate articles by the way \u2013 provide advice on how to manage the process, collaborate for commitment, and how to execute. Oh, and agile! Make it agile! To name a few: <\/p>\n\n\n\n
- 5 Steps to Dynamic and Executable Partner Plans<\/a><\/li>
- A Tested Perspective on Successful Business Planning (Part 1)<\/a><\/li>
- A Tested Perspective on Successful Business Planning (Part 2)<\/a><\/li>
- A Tested Perspective on Successful Business Planning (Part 3)<\/a><\/li>
- The Essential Guide to Partner Business Planning<\/a><\/li>
- Less is More When it Comes to Partner Business Planning and QBRs<\/a><\/li>
- Common Pitfalls of Joint Business Planning with Channel Partners and How to Avoid Them<\/a><\/li><\/ul>\n\n\n\n
Agile? Stick to the script until the next QBR\u2026right?<\/h2>\n\n\n\n
The problem is that partner business planning by definition is not<\/em> agile. It\u2019s linear. It\u2019s annual. It\u2019s quarterly. It\u2019s too focused on the vendor versus the partner\u2019s dynamic<\/u><\/em> business. Three months can be a year in \u201ctechnology partner time\u201d (as in stick to business as usual for too long and you may not have a business to plan at all). The truth in the modern environment is that by the time the annual business plan has been completed, it\u2019s defunct. Can\u2019t we do better on behalf of thriving and evolving partner organizations?<\/p>\n\n\n\n
Let\u2019s let this process go\u2026please\u2026pretty please? There is a higher value approach.<\/p>\n\n\n\n
![\"big](\"https:\/\/blogs.sw.siemens.com\/wp-content\/uploads\/sites\/21\/2020\/06\/blackboard-with-arrows-900x600-1.jpg\")
<\/figure>\n\n\n\nAn evolved\u2026er agile<\/em> approach<\/h2>\n\n\n\n
Partner businesses are moving fast, transforming to meet customer needs and enhance revenue streams. Their focus is on daily<\/strong><\/em> execution. Daily<\/strong>. The \u201cstrategy, execution, success\u201d cycle between partners and vendors should not be annual. Nor quarterly. It needs to be daily<\/em><\/strong> \u2013 that kind of agile.<\/p>\n\n\n\n
The new approach must be digital, fluid, and transparent. Leaders in vendor organizations must take a new approach and partner owners should demand as much.<\/p>\n\n\n\n
Recast the Business Planning process into a business execution engine – Woo-hah!<\/p>\n\n\n\n
- Go Digital:<\/strong> Source or build partner relationship management (PRM) modules that manage partner business planning. Work the project, buy or build and ensure the right information and data integration for partner management execs and partners alike. Paper, spreadsheets, documentation, and frankly meetings, must go. Let them die. No love lost. The result is more current information and collaboration used to drive alignment on objectives and execution, daily<\/em><\/strong>.<\/li>
- Go Dynamic:<\/strong> Ensure access for both partner management and partners. Core elements that so many articles emphasize across the major elements of planning are still addressed such as revenue, enablement, personnel and marketing but with accurate and timely information for a deeper business conversation about goals, objectives and tasks. The difference is that it\u2019s live<\/em> and moves from planning meetings<\/em> to a daily<\/em><\/strong> execution focus. Both vendor and partner remain connected, daily<\/em><\/strong>, as new objectives emerge, as goals transform, and as tasks are completed, changed or added.<\/li>
- Go Value:<\/strong> The focus is on the daily<\/em><\/strong> steps to achieve objectives and becomes agile, for mutual<\/em> benefit. The new approach provides transparency to the partner\u2019s business and aligns the right resources at the right time to execute — in real time (read Go Dynamic above). The two entities become one unit working to transform and grow. The value is in the equitability and balance in the daily<\/em><\/strong> transparency not in what the partner needs to do to meet revenue expectations set by the vendor.<\/li><\/ul>\n\n\n\n
Evolve or die – clich\u00e9 but still true<\/h2>\n\n\n\n
There is much more to discuss. In the meantime, consider this: The current business environment allows for change, for new ideas and new approaches. Instead of \u201cimproving the process,\u201d advocate to change the approach<\/em> altogether.<\/p>\n\n\n\n
![\"metal](\"https:\/\/blogs.sw.siemens.com\/wp-content\/uploads\/sites\/21\/2020\/06\/gears-execution-900x600-1.jpg\")
<\/figure>\n\n\n\nWhatever method is used for business planning in your organization today consider tossing it all out. Think about the ecosystem and what partners are going through. What\u2019s the approach that will drive their growth in the future? You will find it\u2019s more about daily<\/em><\/strong> execution with a relentless focus on business transformation and changing customer needs. Start there and create something new.<\/p>\n\n\n\n
At Siemens Digital Industries Software, we work with our partner management team on key business drivers and hone skills, competencies and processes based on contemporary partner, customer and market demands. Working with our professionals and partners led us to embrace and invest in this new business planning approach.<\/p>\n\n\n\n
- Go Dynamic:<\/strong> Ensure access for both partner management and partners. Core elements that so many articles emphasize across the major elements of planning are still addressed such as revenue, enablement, personnel and marketing but with accurate and timely information for a deeper business conversation about goals, objectives and tasks. The difference is that it\u2019s live<\/em> and moves from planning meetings<\/em> to a daily<\/em><\/strong> execution focus. Both vendor and partner remain connected, daily<\/em><\/strong>, as new objectives emerge, as goals transform, and as tasks are completed, changed or added.<\/li>
- A Tested Perspective on Successful Business Planning (Part 1)<\/a><\/li>