Pivot Strategies’ Post

CPO, CBO and CCO roles experienced growth in April. With partnership leaders getting involved in making M&A recommendations the lines between a CBO and CPO are starting to get blurry. What I am finding is that the CBOs are better skilled at Business Development aka Strategic Partnerships, the moonshot opportunities that can catapult a business into hyper growth. The CPOs are much better at programmatic deployment of resources, think scale. If you know a CBO, tag them in this post and let's learn about their top priorities.

🎁 Our gift to founders looking to scale internationally and plan to leverage partnerships to do it: Introducing our GTM with Partnerships Article Series! Head of Partnerships, Aisling Curley dived into the world of strategic partnership building with guests that combined have decades of experience and a wealth of knowledge. Here’s a sneak peek at the upcoming features: Our third release is The Deal & Beyond: Building Lasting Partnerships for Scale with James Windsor. Highlights – 💸 “Partners will think they can make more money doing it their way, so you must show them that partnering with you gives them a better chance of winning more opportunities by understanding their motivations.” 💡 “Identify the type of partners you want to work with, qualify some specific candidates, and find one that wants to work with you – business and cultural fit is important.” 🎯 “Incentives and metrics organizations put in place often fail to drive the desired behaviours. For partner leaders, understanding that behaviours are often driven by these misaligned incentives can clarify why partners might prioritize other activities over collaboration. This insight can be pivotal in navigating and improving partnerships.” Read it here: https://lnkd.in/eNyk9zut #parnerships #GTMpartnerships

Just finished "A Modern Guide to Strategy Implementation" by Antonio Nieto-Rodriguez! This was truly insightful Antonio, I enjoyed it. Check it out: https://lnkd.in/e_Wbp3PT #strategyimplementation.

Boardroom cont. 2 #balancedleadership With the crisis averted, the negotiations entered a new phase—one marked by a sense of camaraderie forged in the crucible of adversity. Victoria and Alexander, once cautious adversaries, now shared a mutual respect that transcended the boardroom dynamics. The strategic alliance, once a distant possibility, evolved into a powerful force that promised to reshape the industry landscape. The terms of the alliance were finalized, outlining a collaborative framework that played to the strengths of both companies. Each organization retained its autonomy, yet they committed to shared goals, joint ventures, and cross-pollination of ideas. The power dynamics within the alliance were carefully balanced, with Victoria and Alexander at the helm, steering the ship towards uncharted territories.

Last week I asked one of the best VP of Partnerships I know how he consistently 2x’d revenue quarter over quarter. His answer sounded obvious, but his method was anything but. Here's what he told me: It's all about Partner Management. Which, he contends, starts at acquisition. That's why your partner application process matters. Only by properly acquiring partners can you set up Partner Managers up for fast success. Quarterly Business Reviews may be dogma, but they’re not enough (and maybe even unnecessary). Feed those that feeds you, he reminded me. Prioritizing your partners correctly is JUST as important as prioritizing you time. And always remember... Failing to manage up to your leadership team (and define success) is an existential threat to your program. With this approach, here's what he's achieved (again) in his latest role: His team surpassed their 2023 revenue in 5 months. They’ve grown their partner network from 40 to over 150 in 9 months. They are on pace to 4x revenue year over year. __ By the end of this conversation, I had heard enough. I needed to learn his whole methodology (and to share it with you). So I asked Cory Snyder to be a guest my next Zero to One session to breakdown how to Build High-performing Partner Programs. Join us this coming Tuesday at 12pm ET to get his playbook. Register at the link below.

One of our primary goals at Fleet News is to help fleet decision-makers become better leaders. The role of the fleet manager has become far more strategic and the person in the hot seat needs to be able to form strategy based on the goals and future plans of the broader business, know how to influence and engage key stakeholders, learn new skills and adapt to a changing environment. In all these instances, they - you - are the ones leading the discussion. You are people managers and change managers; you consult on energy usage and funding options; you are supply chain managers and you are the crucial juncture within a business where all departments – finance, HR, procurement, legal, operations – meet. For far too long, fleet managers have been seen as disposable, a role which can be outsourced. And some companies undoubtedly still feel that way. Thankfully, many others have realised that a high-quality professional fleet manager offers numerous benefits for their business. Cost, legal compliance, CSR, wellbeing, risk, decarbonisation - all are strings to the fleet manager’s bow; all are opportunities to improve the efficiency and effectiveness of the organisation by having an outstanding fleet operation. Our latest report will help you on that journey to outstanding leadership, with continuous improvement. #fleetleader #fleetnews #fleetmanagement #fleetmanager #fleet

🏈 Kickoff to a New Football Season: Lessons for Business Success 🏈 As the excitement builds for the upcoming football season, I'm struck by the similarities between creating a championship football team and running a successful business. Both demand a well-rounded team, strategic planning, and unwavering execution. Building a Balanced Team: - A diverse team with a range of skills is as vital in business as it is in football. From visionary leaders to meticulous planners, each role plays a critical part. Effective Offense: - Just as a potent offense is crucial in football, in business it means maximizing opportunities, ensuring operational excellence, fostering employee engagement, and making investments for growth. Strong Defense: - Similar to football, a solid defense in business entails legal compliance, risk mitigation, having proper insurances, and managing costs effectively. Let's not only root for our favorite teams this season but also contemplate how we can implement these principles in our businesses. Cheers to a season filled with triumphs both on the field and in the boardroom! GO BIRDS! 🏈

Are you overwhelmed by setbacks within your company? Our project management consulting experts are here to guide you and your team to the best path forward. Inviting you to hear what some of our clients have to say about our services ... If you know your business isn’t reaching its full potential, we're here to help. My team and I will work with you to diagnose and resolve the organizational issues plaguing your business. #leadership #CEO #PM #ProjectManagement #workplaceculture #organizationalhealth

All good things must come to an end, and so it comes to pass that after nearly eight and a half years, five CEO’s, four different jobs, three acquisitions, two Transformations and one pandemic, that I too, as the sole surviving senior leader of the 2015/16 intake, have now left JELD-WEN. What a ride it has been - leading the European business in so many diverse areas has been a pleasure and a privilege. I leave a legacy I am truly proud of, from the lean operational transformation, the revolution in product management and pan European R&D to the provision of strategy and execution of plan. Most of all however, I am proud of the European team, the culture we have built and the opportunities we have created. This transformation has empowered and enabled a new generation of leaders to take the reigns of the European Business with confidence and a realistic, but challenging strategy. The stakeholders of JWE are in safe hands. I thank the whole European team, but especially the ELT, for all for your support during my years both as a member and leader of this great team, and I wish you all the best for the future – you’ve got this! I of course will miss you all, the fun we have had, the way we have faced adversity together and the way we have solved problems and delivered results. I will be so happy to build a team with such energy and drive again in future. Personally, an exciting new chapter begins. Having never been outside of contracted employment before, I have a raft of directions in which I could turn. This is both thrilling and daunting at the same time. My plan is simple, to continue to live my values, to refuse to compromise on what is morally and ethically correct. To focus internally on people and culture, externally on customers and how to add value. Results rely on the team and the culture, successful strategy needs the foundations of culture and performance to be credible and executable. Enough of that, this isn’t a mission statement. It’s a thankyou to all the people of JELD-WEN that made the last 8+ years such a fantastic experience. I believe both you and I should be looking forward to the future with great excitement and continued success! Best regards, Nigel.

Did you hear? Andrew Appel joins e2open as the new CEO! With over 25 years of leadership experience, Andrew is set to lead e2open to continued growth and innovation. Read more at the link below. #MovingAsOne