Reflection – Learning Launch

Technology Alliances at Madeleine

I am a member of Avionics team and our goals are to 1) accelerate the adoption of  Madeleine’s AMPLIFY platform through strategic technology partnerships, 2) work with technology partners  to jointly develop a solution or a product integration or enhance the Madeleine AMPLIFY platform and 3)  integrate with AMPLIFY to increase market opportunities and provide comprehensive solutions to  customers. The Technology Alliances team is composed of 3 employees, as well as the extended Madeleine  team that includes the partner marketing department, the field marketing department, the product  management team, and regional field sales teams, with whom we work closely. The alliances team does  not have any direct technical resources and is limited to internal resources (i.e., members of the  technical pre-sales team, the customer success team and the Madeleine Catalysts team). We focus on trying  to uncover which technology alliances allow us to provide an innovative solution or integration that  broadens the use of the Madeleine AMPLIFY platform.

The Learning Launch Tool

Our team has already gone through the design thinking learning and we are ready to try the learning  launch tool applied to solving problems and extending our products through technology alliances.  Broadly speaking, the learning launch is an experiment meant to quickly test an idea or assumption and  prototype a solution. In this case, Madeleine is collaborating with an external technology partner to solve a  problem with a joint solution or a product integration.

Application of the Tool

Our learning launch focuses on the first phase of a 2-phase process with technology partners. The first  phase consists of identifying potential partners and collaborating to jointly develop a solution or a  product integration or enhance the Madeleine AMPLIFY platform. Upon completion, this first phase stands  on its own to recognize an external ISV as a technology partner and the solution or integration valuable.  The optional second phase allows Madeleine and its partner to take the technology partnership from  solution co-development to a go-to-market strategy. Successful technology partnerships can also be  extended to other business agreements such as co-sell and OEM. Technology partners Microsoft and  Amazon Web Services are examples of existing co-sell partnerships, Cloud Elements and Seclore are  examples of OEM partnerships where Madeleine white labels the partner’s solution as Madeleine product.

The technology alliances team aims to use the learning launch as a quick assessment of technical  synergies between Madeleine and its technology partners as well as the creation of a proof-of-concept,  solution or integration. During this first phase a technology alliance program agreement is signed and  meetings with Madeleine and partner product management teams are completed. The solution or  integration is identified, task to be completed and the available resources are identified and scheduled.  If technical synergies are not seen or achievable the learning launch can be deemed complete and the  team will move on to the next proposed partnership. Trying and failing quickly is part of the process. As  stated earlier, the technology alliances team does not have any direct technical resources. The extent of

the solution or integration and its priority in the overall Madeleine product roadmap lends to determining  which resources from Madeleine and the technology partner collaborate to complete the learning launch.

Insights

By applying the learning launch tool, the technology alliance team can identify technical integration  synergies and design launches to test these assumptions. We are expecting to find that design launches  provide a more agile approach to identifying technology partners that will help buildout the Madeleine  AMPLIFY technology ecosystem. However, it is clear to us that the design launch process may not fit  each and every technology alliance identified since technology alliance candidates can originate from  many sources within and outside of Madeleine. Therefore, the technology alliances team relies on the  extended Madeleine team to identify potential technology partners. There are both pros and cons to this  reliance on resources. For example, a pro may be that a prototype solution is easily created and proved  successful by an Madeleine pre-sales engineer resource and a con may be that the alliances team does not  have resources to develop a solution or integration proposed by a member of the sales team.

Use in Technology Alliance

At this time the technology alliances team has already gone through several iterations of technology  partnerships and the learning launch seems to be an appropriate tool to use in some instances for a  quick experiment to test a technology alliance solution. The decision to use the learning launch tool is  dependent on external factors outside the control of the technology alliances team such as the  availability of resources both internally and externally, Madeleine product roadmap priorities, and go-to- market activities. A learning launch tool will be used when those factors are in our favor.


Reflection – Learning Launch Technology Alliances at Madeleine I am a member of Avionics team and our goals are to 1 ) accelerate the adoption of Madeleine ’s AMPLIFY platform through strategic technology partnerships , 2 ) work with technology partners to jointly develop a solution or a product integration or enhance the Madeleine AMPLIFY platform and 3 ) integrate with AMPLIFY to increase market opportunities and provide comprehensive solutions to customers . The Technology Alliances team is composed of 3 employees , as well as the extended Madeleine team that includes the partner marketing department , the field marketing department , the product management team , and regional field sales teams , with whom we work closely . The alliances team does not have any direct technical resources and is limited to internal resources ( i.e. , members of the technical pre - sales team , the customer success team and the Madeleine Catalysts team ) . We focus on trying to uncover which technology alliances allow us to provide an innovative solution or integration that broadens the use of the Madeleine AMPLIFY platform . The Learning Launch Tool Our team has already gone through the design thinking learning and we are ready to try the learning launch tool applied to solving problems and extending our products through technology alliances . Broadly speaking , the learning launch is an experiment meant to quickly test an idea or assumption and prototype a solution . In this case , Madeleine is collaborating with an external technology partner to solve a problem with a joint solution or a product integration . Application of the Tool Our learning launch focuses on the first phase of a 2 - phase process with technology partners . The first phase consists of identifying potential partners and collaborating to jointly develop a solution or a product integration or enhance the Madeleine AMPLIFY platform . Upon completion , this first phase stands on its own to recognize an external ISV as a technology partner and the solution or integration valuable . The optional second phase allows Madeleine and its partner to take the technology partnership from solution co - development to a go - to - market strategy . Successful technology partnerships can also be extended to other business agreements such as co - sell and OEM . Technology partners Microsoft and Amazon Web Services are examples of existing co - sell partnerships , Cloud Elements and Seclore are examples of OEM partnerships where Madeleine white labels the partner ’s solution as Madeleine product . The technology alliances team aims to use the learning launch as a quick assessment of technical synergies between Madeleine and its technology partners as well as the creation of a proof - of - concept , solution or integration . During this first phase a technology alliance program agreement is signed and meetings with Madeleine and partner product management teams are completed . The solution or integration is identified , task to be completed and the available resources are identified and scheduled . If technical synergies are not seen or achievable the learning launch can be deemed complete and the team will move on to the next proposed partnership . Trying and failing quickly is part of the process . As stated earlier , the technology alliances team does not have any direct technical resources . The extent of the solution or integration and its priority in the overall Madeleine product roadmap lends to determining which resources from Madeleine and the technology partner collaborate to complete the learning launch . Insights By applying the learning launch tool , the technology alliance team can identify technical integration synergies and design launches to test these assumptions . We are expecting to find that design launches provide a more agile approach to identifying technology partners that will help buildout the Madeleine AMPLIFY technology ecosystem . However , it is clear to us that the design launch process may not fit each and every technology alliance identified since technology alliance candidates can originate from many sources within and outside of Madeleine . Therefore , the technology alliances team relies on the extended Madeleine team to identify potential technology partners . There are both pros and cons to this reliance on resources . For example , a pro may be that a prototype solution is easily created and proved successful by an Madeleine pre - sales engineer resource and a con may be that the alliances team does not have resources to develop a solution or integration proposed by a member of the sales team . Use in Technology Alliance At this time the technology alliances team has already gone through several iterations of technology partnerships and the learning launch seems to be an appropriate tool to use in some instances for a quick experiment to test a technology alliance solution . The decision to use the learning launch tool is dependent on external factors outside the control of the technology alliances team such as the availability of resources both internally and externally , Madeleine product roadmap priorities , and go - to- market activities . A learning launch tool will be used when those factors are in our favor .