• Recent Posts: Influencer Relations

    Analyst Relations Value Forum to discuss Tragic Quadrant

    Analyst Relations Value Forum to discuss Tragic Quadrant

    The IIAR has updated its Tragic Quadrant, which ostensibly ranks the ten top analyst firms in terms of impact, relevance and ease of doing business with. Earlier posts have mentioned the weaknesses of both the Quadrant and the underlying method. The IIAR’s 2017 top ten drops PAC, the fifth most valuable analyst firm. Crisp Research, ESG and Machina (Gartner’s IoT […]

    Your pitch to analysts isn’t just about your solution

    Your pitch to analysts isn’t just about your solution

    In pitches to analysts, there are many conversations going on. At one level, there’s a communication about the business solution. There’s also a conversation about the wider market and about the personal credibility of the participants. Sometimes the slides used in pitches are just excuses for the interaction. The slides are used to assess both the market vision of the firm and the […]

    KPMG pushes out 451 in 2017 Strategy Analyst Firm Awards

    KPMG pushes out 451 in 2017 Strategy Analyst Firm Awards

    For the strategic heavy lifting, executives are reaching out to a very wide range of advisors. Gartner heads up the list when we look at the Analyst Value Survey data to find the analyst firms most valued by people who work on strategy. It creates almost 19% of all the value being produced by analyst services around strategy (If CEB, […]

    Save the date for our Analyst Firm Awards

    Save the date for our Analyst Firm Awards

    This year we’re publishing our analyst firm awards more or less monthly. Please put the dates in your diary. If you’re a subscriber to the Analyst Firm Awards, you can also access a webinar for each of these events, held on the final Thursday or each month. January – Global January 18 – Outstanding reports February 17 – Strategy March 15 – Internet […]

    IDC could flourish after IDG’s sale to Chinese consortium

    IDC could flourish after IDG’s sale to Chinese consortium

    As we predicted in our April Fool’s Joke last year, IDC has been sold as part of a Chinese-led purchase that leaves CEO Kirk Campbell at the helm. IDG Capital will take control of the IDG Ventures; China Oceanwide will control IDG and most of IDC, and an independent trustee will take control of IDC’s High Performance Computing (HPC) practice, […]

Developing Strong and Active Executive Sponsorships is a Planning Priority

Analyst Relations PlanningIf AR teams truly have the sponsorship of senior executives, why do they struggle for resources, organizational cooperation, executive participation in AR initiatives, and other critical issues? The reality is that AR teams probably have a tepid endorsement from their management rather than true executive sponsorship.

 SageCircle defines executive sponsorship as taking an active part in establishing AR goals and priorities, providing the resources necessary to achieving the agreed upon goals, explicitly communicating the importance of AR to the company, providing timely support when an internal organizational hurdle prevents the achievement of goals, and making themselves available as spokespeople with analysts. The key theme is active participation.

An important element of a sponsorship program is status reporting, because it helps to maintain the active participation of the executive. The purpose of status reporting is to:

  • Maintain AR’s top-of-mind presence with executives
  • Eliminate surprises about operational or strategic issues that could prevent the achievement of the agreed upon goals
  • Alert executives to issues requiring attention and support

Topics covered by status reporting cover both results and issues. Status reporting balances consistent touches without impinging on the executives’ time. Components of status reporting include:

  • Monthly one to two page e-mails
  • Quarterly 30-minute updates
  • Semi-annual 90-minute reviews

Working for active executive sponsorship should become a part of creating the AR strategic & tactical plan. Having an executive sponsorship program does require some effort on AR’s part and the scheduling of regular meetings, which need to be incorporated into the AR plan.  However, the payback of real executive endorsement is well worth this effort. 

SageCircle Technique:

  • Add executive sponsorship maintenance to the AR strategic and tactical plan
  • Meet with executive sponsors to define the program and what elements of status reporting are appropriate
  • Review the measurement program to ensure that data is being collected to satisfied the status reporting requirements
  • Implement the sponsorship program

Bottom Line: Many AR teams believe that they have executive sponsorship when in reality they do not. AR needs to persuade executives to take an active sponsorship and oversight role instead of just giving a passive, generic endorsement. 

Question: AR – What do you consider important elements of an executive sponsorship program?

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