Who does ALM involve?

Orchestrators

ALM is about bringing the right people together at the right time. That’s why we need Orchestrators.

Orchestrators unite and empower teams to create ALM offers. From creation through end-of-life, these cross-functional teams form the value chain for an offer.

Be the Orchestrator that creates critical momentum for ALM.

The Orchestrator role presents an exciting opportunity to grow a new kind of environment for innovation. The common goal for teams is to achieve what’s best for the customer but Orchestrators encourage the individual insights, opinions and critical thinking that lead to the very best solutions.

Orchestrators think like business strategists, and make decisions based on the greater good. They are good listeners, but it’s what they listen for that’s important too. They listen for ideas that haven’t been expressed before, and with a natural curiosity, go find out more about the ideas and take them back to the group.

Orchestrators think like business strategists and make decisions based on the greater good.

Curators

ALM combines innovation with rigor. That’s why we need Curators. They are part of a team that brings rigor to the functional readiness and processes that ALM requires. They take lessons learned from offer pilots, and drive scalability and adoption across their function. The Curator team includes one representative from each part of the value chain.

Be the curator for our new way of thinking, being and managing.

The Curator role presents an exciting opportunity to be part of a permanent team that makes ALM success possible. As the voice for their function, Curators collaborate with others in the team to gain a mutual understanding of what’s needed for every function and work with them to prepare and contribute their specific expertise and skills to ALM and ultimately customer success.

Curators think like champions for their function but also know how collaboration with other functions can create the transformational impact that ALM promises our partners, customers and company. ALM requires Curators who are chosen by their executive leaders to be the custodians of their respective functional readiness. Curators work to understand what’s needed, in addition to current and existing readiness processes and ‘see the bigger picture’ by being part of the broader effort to ensure that what is developed works for the whole company too.

Curators see the bigger picture.

Leaders

ALM changes the way we organize ourselves. It also changes our leadership approach.

ALM brings a new focus and a fresh mindset for leaders to encourage and practice. We are building a new culture and a way of working that thrives in an environment where leaders work together to recognize, incentivize and reward cross-function, cross-boundary collaboration.

Be the leader that knows when to follow.

The new leadership opportunity is to connect strategic horizontal priorities with each function’s priorities; reinforcing that ALM is ‘part of the day job’ for everyone and addressing any identified organizational barriers.

Leaders must be able to make skilful shifts between a transactional and a transformational style to address obstacles of heart and mind. Transformational leadership requires critical thinking, risk-taking, and looking towards the future, not the past.

In our new era, leaders have compelling reasons to follow the insights and expertise that we can all bring to the collaborative practice of ALM.