The success of the cooperation was at risk after only 1 year as the cooperation suffered from unclear strategic value for the partners. Existing agreements (SoW) between the partners were too high-level with unclear scope, roles and responsibilities. As a result, partners left the cooperation, AD product development was slowed down and the entire AD strategy was at risk. Additionally, there was great potential for damage to the company’s reputation.
The company wanted to be ready to transparently discuss contributions of partners at a level of detail where it would be clear ”who” should do “what”. It aimed for an attitude of ”we do it together” rather than "I tell you what to do.”
Imagining IT Differently
We designed a partner operating model for the cooperation which established an aligned, integrated and consistent way of working across the cooperation.
ISG also designed the pricing model, which established a mutually-shared view on service volumes, financial contributions and shared funding.
The ISG team guided the orchestration of partnership negotiations.
Future Made Possible
- The company is now able to answer the “what” and “how” questions of its multi-partner cooperation. It can describe the purpose of the cooperation by using services (what) and the way of working by defining the delivery model (how). It is also able to be pro-active and shape the cooperation according to its expectations.
- ISG enabled the company to shape the cooperation by using the "tools" that ISG built for them – first a comprehensive service concept and second a partner operating model to establish an integrated way of working.