Move from ‘Product Pitch’ to supporting ‘Business Outcomes’

According to a customer, the CIO of a large global food ingredients, the aim is to create a partner ecosystem that will work with selective partners and have strict rules of engagement with them. They have specific KPIs on how to work with them, what to expect from them and what partners can offer. They will try to move to an agile way of operating with their strategic partners to become more efficient for their business.

By adopting this approach, they believe this will not only provide the foundations for a range of digital platforms but will also help to support transformation that will create an establishment to change for the overall business. This will be a key enabler in driving change from a technology aspect. In his opinion if partners succeed on that, the rest will follow.

‘Shifting gears’ quickly, today’s Formula 1 cars have around 300 sensors on them which collect over 200 gigabytes of data over a race weekend. This data is invaluable to F1 teams, helping to guide the strategy of the race whilst simultaneously being used to develop the car of the future.

Keeping all this data secure is therefore of paramount importance to a F1 team. However, 3-4 years ago, one particular F1 team, suffered significant data loss after two attempted ransomware attacks. Since this incident their CIO has been keen to build strong relationships with his security vendors, mixing the stability of established partners on race weekends with the more experimental technology of smaller companies away from the race.

At the track, they absolutely stick to tier 1 partners. They need it to be 100% available for 5 days and then pack it up and either drive it in a truck to another track or stick it in an airplane. So, they are very much working with tier- 1 flexible and agile partners at the track.

Another Ergo customer, and CIO of a British-Dutch transnational consumer goods company, believes she helps her company keep up with the latest developments in tech by collaborating closely with the consumer goods firm’s strategic partners. This approach led to the successful deployment of SAP’s S4/HANA suite to serve tens of thousands of users, one of the largest SAP implementations in the world.

She found that a close collaboration with key partners is mutually beneficial, as they can help trial new systems, approaches and technologies at scale, working together with software vendors to develop solutions that work for them. They like to innovate with their partners, and that’s exciting for both parties.

It is clear the same old principles that are key to maintaining a strong partnership will always apply in terms of trust, communication, transparency to mention 3, but it is also evident that understanding customers business challenges and demonstrating how one can help them overcome these is a key trait in being successful in enterprise accounts.

Arthur Lynch | Ergo Core Account Manager