Improving Strategic Partner Collaboration Through Co_selling Process Redesign and Standardisation_Atea
Translated title
Improving Strategic Partner Collaboration Through Co_selling Process Redesign and Standardisation
Author
Liu-Lynghøj, Kikki
Term
3. term
Publication year
2026
Submitted on
2026-01-05
Abstract
Dette projektorienterede studie, gennemført hos Atea Denmark, undersøger den operationelle co-selling-proces med Microsoft for at forstå samarbejdsudfordringer, der begrænser partnerskabets performance. Gennem kvalitative interviews og observationer, tidsstudier og kvantitativ analyse af samarbejdsaktiviteter samt anvendelse af Business Process Management, FMEA og køteori kortlægges den nuværende proces for både inbound og outbound co-sells. Analysen peger på lav procesmodenhed, begrænset synlighed og uklare rolle- og ansvarsområder, samt uensartede manuelle overleveringer, der skaber beslutningslatens og hæmmer strategisk alignment. På baggrund heraf foreslås et standardiseret og skalerbart redesign, der matcher den aktuelle modenhed og udnytter digitalisering og automation til at stabilisere processen, forbedre routing og styrke den operative styring gennem bedre transparens. Løsningerne sigter mod at højne beslutningskvalitet, positionere Atea som foretrukken strategisk partner og understøtte langsigtet samarbejde; specifikke effektmålinger er ikke beskrevet i uddraget.
This project-oriented study conducted at Atea Denmark examines the operational co-selling process with Microsoft to understand collaboration challenges that constrain partnership performance. Using qualitative interviews and observations, time studies, and quantitative analysis of collaboration activities, together with Business Process Management, FMEA, and queueing analysis, the current inbound and outbound co-sell processes are mapped. The analysis indicates early-stage process maturity, limited visibility and unclear roles and responsibilities, and inconsistent manual handovers that increase decision latency and hinder strategic alignment. Based on these insights, the study proposes a standardised and scalable redesign that fits the current maturity and leverages digitalisation and automation to stabilise the process, improve routing, and strengthen operational control through enhanced transparency. The solutions aim to improve decision quality, support Atea’s position as a preferred strategic partner, and enable long-term collaboration; specific impact measurements are not provided in the excerpt.
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