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Achieving Technology Adoption thru Influencing & Partnerships Art Stout - Intel Mike Alianza - Intel

Why are we talking about this?

• Barriers to incorporating new technologies can be real – Structural (organizations, contracts) – Lack of Funding

or perceived – – – –

I don’t need this I can’t afford it (no proven ROI) I don’t trust you (or your motives) I don’t have time to change how we work

• We have to Influence changes to these barriers for FIATECH companies to be successful

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Some Observations (Stout School of Lost Opportunities) •

There are 3 ways to get things done in all companies – – –

•

Management Directive – using positional power (e.g., training programs, reports, cost cutting).

Just force people to do it for their own survival (e.g., IT solutions).

Influencing w/ no organizational authority (e.g., the majority of the way).

Influencing can be taught.

– –

•

It takes a lot of time invested in this process to make it work.

If you skip the early steps, then it takes even longer to repair the damage and get back to the objective .

Relationships are the single most important factor to influencing: –

•

Take the time to understand who the decision-makers are and more importantly, who are the “influencers” of those decision makers.

You know you have been successful when your idea becomes “their idea:” –

Check your ego at the door. You can take satisfaction in knowing you have influenced a critical decision.

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Dilemma • If you don’t make the decisions…

– How can you have ownership?

– Be a business partner?

– Be held responsible for and expected to ensure the health of the business?

• Business partnership is: – Tough, demanding, ambiguous, frustrating – Is about making the best decisions for the company – Is a formidable skill 12

Solution Support Offering Opinions

Ownership

Influencing

Making Decisions

Assuming responsibility The 3 A’s

alignment (non-adversarial) acting with commitment Adding value skills network Insight Cost data Aggressive leveraging Insisting Elevating 13

Action Plan for Effective Partnerships • Step 1: Prioritize your partnerships.

• Step 2: Assess partnership maturity and limiters • Step 3: Assess degree of involvement • Step 4: Lay out game plan • Step 5: Execute consistently and communicate.

• Step 6: Get feedback & preserve relationship for next opportunity 14

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Maturity Model Partnership Earns

Empowerment Inclusion Listened To

You

Acknowledges Business Partner

Willingness (Engagement) Capability

Willingness (Openness) Capability

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Partners Capability Limiters to Consider Look for Poor or Missing Leadership Vision Alignment Leverage Skills Communications Commitment Global Strategy 21

Degree of Involvement Full Partner Empowered Included Listened to Irrelevant Trust/Respect

Leadership

Value add

Impact Potential

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Influence / Partnering Model Prepare

Develop

Self Self Assessment Assessment

Value Value Proposition Proposition Business Business Process Process Mapping Mapping Business Business Partner Partner Mapping Mapping Training Training

Sr. Management Plan

Group / Org Plan

Execute Feedback/ / Feedback Assessment Assessment e.g.CS CSSurvey Survey e.g.

Executionofof Execution Plans Plans

Communication Communication

Continuetoto Continue Developthe the Develop relationship relationship

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Prepare

Develop

Execute

Self Assessment Guide SELF ASSESSMENT SCALE Æ

Irrelevant

Presence across the partner organization

None

Stake in partner’s deliverables

Full Partner

Included

Empowered

Minimal

Some

Robust

Robust / Formal

Minimal

Minimal

Medium

High

High

Understanding of Partner’s business

Minimal

Minimal

Medium

High

High

Correlate your objectives to partner’s

Not Done

Not Done

Limited

Robust

Formal

Level of Authority

None

Limited

Limited

Medium

High

Partner’s perception of your value

Minimal

Limited

Medium

High

High

Availability of Data to Influence

Minimal

Limited

Limited

High

Real Time Robust

Listened To

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Influence Plan Example Primary Recommendation(s):

Secondary Recommendation(s):

Influence Behaviors to use:

Decision Maker Preferences/ Styles/ Hot Buttons:

Key Information and Messages: • Strategy • Product • External Factors • Internal Factors • Financials

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Key Messages • Influencing is necessary to sell new technology and break down real and perceived barriers – We can’t force it on anyone

• Influencing is a formidable skill and it can be taught • There are very critical first steps that have to be taken to make it successful – can’t just start w/ the ‘marketing’ or ‘action’ plan • Relationships take a long time to develop but are crucial to influencing – you have to start early and stick with it before engaging in an issue 26

Small Group Case Study • As individuals, read Case Study (refer to your handout) • As a small group, respond to the questions • Small group reports out to large group

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Action Plan for Effective Partnerships • Step 1: Prioritize your partnerships.

• Step 2: Assess partnership maturity and limiters • Step 3: Assess degree of involvement • Step 5: Lay out game plan • Step 6: Execute consistently and communicate.

• Step 7: Get feedback & preserve relationship for next opportunity 28