*MOUP Workshop Scoping An explanatory paper for workshop attendees *Memorandum of Understanding and Principles

Contents  Background  Workshop stages  Identifying scope  Identifying key stakeholders  Combining scope and stakeholders  Example previous ‘scopes’  Further details

Background  This document is designed to help organisations identify the individuals necessary for a successful relationship review using an MOUP workshop.  It deals with two major issues. These are; –Identifying the scope of the relationship to be reviewed and –Identifying the key stakeholders to be involved in:  Data gathering and  Attending the workshop

Workshop stages Stage 1Stage 2Stage 3Stage 4Stage 5 NameScopeDiagnosticWorkshopDocumentationSign off ObjectiveAgree the scope of the relationship to be reviewed. Gather data to identify existing assumptions / gaps. Agree the elements of the MOUP and suggest content. Produce a draft MOUP from the discussions at the workshop. To ‘sign off’ a jointly agreed MOUP. Key TasksAgree the approach with both relationship executives. Complete online MOUP diagnostic. Run a day MOUP workshop. Compile the content notes into the agreed MOUP template structure and circulate to attendees. Circulate the draft MOUP to all prospective stakeholders and secure agreement. OutputA draft relationship scope document. Workshop agenda. MOUP working papers and notes. A draft MOUP.An agreed MOUP. Objective : Produce a jointly agreed relationship governance model

Identifying scope  The key thought to bear in mind when identifying your chosen scope is: –“Big enough to matter but small enough to control”  Ideally your chosen scope should represent a relationship or part of a relationship which has clearly defined boundaries. These boundaries could be; geographic, target business sector, operating division of each partner, or business problem or issue.  For example; –Geographic – EMEA, Asia Pac, Americas or even country specific –Target business sector – Financial services, manufacturing, small to medium sized enterprises (SME) or pharmaceutical –Operating division – Hardware, Software, Global Services, etc. –Business problem – Unified communications, ERP, Remote hosting, etc.

Identifying key stakeholders LevelAllianceBusinessTechnologyMarketingSales StrategicThe global Head of Alliances The executive sponsor for the relationship ManagerialThe regional VP Alliances The business manager responsible for the chosen scope The business manager/s responsible for the technology areas affected A senior marketing representative who will be responsible for marketing the relationship. A senior sales manager responsible for the area chosen. OperationalThe dedicated alliance manager Representative technologist/s who will be required to build the solutions chosen Representative salesman/men who will be required to sell the solutions chosen Note: You will not be able to get everyone to attend the workshop that you require and finding the balance between attendance and pragmatism is an art not a science! But you should be aiming to get representative cover from: a) The business b) The alliance function c) Technology d) Marketing and e) Sales

Combining scope and stakeholders AllianceBusinessSalesMarketingTechnology Partner 1 Strategic Managerial Operational Partner 2 Strategic Managerial Operational Strategic : ‘Where is this relationship going? Managerial : ‘How can we best manage this relationship given our other commitments?’ Operational : ‘How can we maximise the efficiency of this relationship to deliver the most value at the lowest cost?’ For the diagnostic the key focus is on people who can give us good data about the current and past state of the relationship. For the workshop the key focus is on people who can help us do something about our chosen improvement areas.

Example previous ‘scopes’  4 countries in EMEA between IBM and Business Objects  14 instances of the IBM relationship with Cognos  One major supplier relationship broken into 3 parts  16 individual global alliance relationships of Microsoft  The financial services sector globally between SAP and Accenture  The relationship between IBM Global Services and SAP in EMEA (22 instances)

Further Details For further details please contact; Mike Nevin Managing Partner Alliance Best Practice Ltd Web: Office: +44 (0) Mobile: +44 (0) E Mail: