WEBVTT 00:00:00.000 --> 00:00:03.350 Your PRM is your lens into CRM for your partners. 00:00:03.601 --> 00:00:05.989 So you have to have that part right as well. 00:00:06.407 --> 00:00:08.753 Chris, Greg, thank you so much for being here with us. 00:00:09.130 --> 00:00:12.396 With any sort of tech rollout, Chris, from CRM to PRM, 00:00:12.396 --> 00:00:14.909 what key challenges do organizations face? 00:00:15.077 --> 00:00:19.809 So as with any transformation, we typically see teams face challenges 00:00:19.809 --> 00:00:24.835 when they try to drive the transformation fully through IT or through tech 00:00:24.835 --> 00:00:30.154 organizations as opposed to incorporating the business components and business 00:00:30.154 --> 00:00:31.662 teams from the get-go. 00:00:31.955 --> 00:00:35.096 And especially with PRM implementations and rollouts, 00:00:35.096 --> 00:00:39.578 incorporating the voice of the partner early on is is absolutely critical to 00:00:39.578 --> 00:00:44.101 driving a strong transformation into driving actual value in an organization. 00:00:44.436 --> 00:00:48.457 Another key challenge that we see organizations face is an underestimation 00:00:48.457 --> 00:00:49.755 of change management. 00:00:49.755 --> 00:00:53.399 Tools are only as good as the users who use them. 00:00:53.399 --> 00:00:58.341 So making sure that change management is embedded in the transformation from the 00:00:58.341 --> 00:01:02.194 get-go is absolutely critical to ensuring a real value of PRM. 00:01:02.194 --> 00:01:07.010 Greg, and speaking of PRM, Red Hat just deployed a new PRM system in 00:01:07.010 --> 00:01:08.141 just six months. 00:01:08.308 --> 00:01:10.486 How did you overcome the typical challenges? 00:01:10.696 --> 00:01:15.596 The main thing to do is understand your scope going into it. 00:01:15.596 --> 00:01:18.695 So executive alignment on what that scope is, 00:01:18.695 --> 00:01:22.883 planting a flag in in the ground for when you want to deliver, 00:01:22.883 --> 00:01:28.328 and then seeing as you back up from that delivery date what key capabilities can 00:01:28.328 --> 00:01:33.270 you fit into that timeline that are actually value added for the partners 00:01:33.270 --> 00:01:35.992 that's going to drive adoption from them. 00:01:36.160 --> 00:01:38.254 So it's really establishing that foundation. 00:01:38.254 --> 00:01:44.704 I think core CRM and the data governance, the global standards and processes, 00:01:44.704 --> 00:01:50.734 are really key because your PRM is your lens into CRM for your partners. 00:01:51.028 --> 00:01:53.415 So you have to have that part right as well. 00:01:53.792 --> 00:02:00.116 And then being able to quickly scale and iterate and show the agile approach to 00:02:00.116 --> 00:02:04.639 software delivery, constantly adding value every sprint. 00:02:04.639 --> 00:02:08.032 Beyond that sort of MVP set of capabilities. 00:02:08.241 --> 00:02:10.838 Chris, how important is the relationship between 00:02:10.838 --> 00:02:13.225 IT and business teams during these rollouts? 00:02:13.686 --> 00:02:17.455 A strong relationship between IT and business teams—absolutely essential for 00:02:17.455 --> 00:02:19.884 PRM rollouts and for any transformation overall. 00:02:19.884 --> 00:02:25.329 What we've seen work well is really keeping it involved in the design as 00:02:25.329 --> 00:02:31.066 business teams and core operational teams are designing new capabilities and 00:02:31.066 --> 00:02:33.914 components that they want to roll out. 00:02:34.166 --> 00:02:38.605 And so we basically eliminate that gap or potential misalignment with IT by 00:02:38.605 --> 00:02:41.244 incorporating them into early conversations. 00:02:41.579 --> 00:02:44.510 Additionally, kind of building a joint road map with IT 00:02:44.510 --> 00:02:48.531 to make sure that we have kind of lockstep between the strategic rollout of 00:02:48.531 --> 00:02:52.594 new capabilities and the technology to support those capabilities in tandem. 00:02:52.929 --> 00:02:55.106 Greg, what advice do you have for leaders 00:02:55.106 --> 00:02:56.740 undergoing similar transitions? 00:02:56.782 --> 00:03:01.305 There's a few key points, I think, if you're undertaking this sort of transformation. 00:03:01.682 --> 00:03:06.205 The first is set your teams up for success based on the structure, 00:03:06.205 --> 00:03:11.147 similar to a product team that is building products that you're going to 00:03:11.147 --> 00:03:12.152 sell in market. 00:03:12.152 --> 00:03:14.791 You've got your IT delivery, your engineering teams, 00:03:14.791 --> 00:03:17.932 you've got product management, and then you have your business 00:03:17.932 --> 00:03:19.691 stakeholders or your end customers. 00:03:19.691 --> 00:03:22.120 And that operating model I think is critical. 00:03:22.120 --> 00:03:24.089 It helped us go very fast. 00:03:24.340 --> 00:03:29.072 It helped us make decisions quicker and it helped us really have the voice of the 00:03:29.072 --> 00:03:33.009 partner in this case or voice of the customer involved in that MVP. 00:03:33.302 --> 00:03:34.391 That was critical. 00:03:34.391 --> 00:03:35.857 So we knew we were hitting the mark. 00:03:36.109 --> 00:03:39.124 And then I think the other thing is executive alignment. 00:03:39.124 --> 00:03:42.098 It's great to have the collaboration and bottoms-up approach, 00:03:42.098 --> 00:03:46.034 but you need to also have that tops down so that executives understand what you're 00:03:46.034 --> 00:03:48.296 committing to, what you're delivering against. 00:03:48.464 --> 00:03:51.479 They can support you, provide the air cover that you need to 00:03:51.479 --> 00:03:53.154 stay focused on that MVP approach. 00:03:53.741 --> 00:03:54.620 Thank you so much. 00:03:54.662 --> 00:03:55.165 Thank you.