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B2B

Show & Tell. Building & Running a Client Advisory Board Jennifer Maldonado Cornerstone OnDemand. B2B. Why a Client Advisory Board?. Be clear about your purpose If you don’t know the goals of your CAB, your members won’t either!. Composition . “Sweet spot” typically 12 companies

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B2B

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  1. Show & Tell Building & Running a Client Advisory Board Jennifer Maldonado Cornerstone OnDemand B2B

  2. Why a Client Advisory Board? • Be clear about your purpose • If you don’t know the goals of your CAB, your members won’t either!

  3. Composition • “Sweet spot” typically 12 companies • Typically 1 delegate each for balance (potential exception for Client Co-Chair company, if applicable) • Identify core “internal CAB members” • Key leaders from client-facing departments for participant continuity • Rotate in “guest” speakers & observers for breakout topics, focus groups • Be cognizant of balance without sacrificing benefit • Represent diverse vertical markets (avoid inviting competitors) • Identify & adhere to member profile requirements in terms of role/title • Don’t dilute! Consider subgroups when value proposition is threatened (examples -> “Product Steering Committee” or “Small Business Special Interest Group” where needs/contributions don’t align with strategy • Regional v. Global? Thoughtfully consider pros/cons

  4. Forum & Format • Don’t be constrained by budget or resources: Make it work through multiple channels • Ongoing engagement is key; keep momentum  To tackle short-term projects of focus on specific initiatives Even if you can only afford 1 onsite- meeting a year, you can run an effective virtual CAB  Private forum to post best practices, share material, seek off-cycle input, encourage dialogue

  5. To Reward, or Not to Reward? • Some companies offer tangible benefits for membership in addition to the intangibles • Examples: Free attendance at annual conference, expense-paid airfare or hotel, lavish gift baskets • Be mindful of: Gift policies Public sector & regulated industries Mixed message re: benefits/motivators Manual administration nightmares

  6. Governance • Strong recommendation: Strike the right balance for your company’s culture & introduce/enforce from start • Difficult to gracefully add OR take away rules later • With small groups, too easy to ID catalyst “offender” • Now is not the time to stray from your corporate voice (level of formality & rigidity of governance structure should align w/brand and promised experience) • Processes to pre-define: • Nomination/selection of Client Co-Chair • Nomination/selection of Client Advisory Members themselves • Length of term (YES, you want an end date!) & allowing renewals or not • Formal voting v. consensus approach • Confidentiality requirements (CAB-specific NDA recommended)

  7. Expectation Setting • Set clear expectations from start about: • Attendance (and consequences of absences) • Delegation (for individual events as well as overall seat) • Consider guideline of same level or higher in organization • Time requirements (including preparation or sidework) • Consider socializing in advance before commitment is made • Advocacy expectations • Does client company have a policy against public testimonials or endorsements? Tip: sometimes “live” public advocacy is allowed while written or recorded isn’t • If so, would a generacized case study be acceptable? • If not, would an internal use only clause be approved instead?

  8. CAB Best Practices • Remember, the “A” stands for ADVISORY not ANNOUNCEMENT… Let them advise! Real world examples: • STRATEGIC: Cornerstone sought the CAB members’ perspective on the appropriate number of releases to allow before sunsetting legacy functionality: New policy announced to all clients globally based on CAB input • TACTICAL: Icons for new UI previewed to CAB members to validate intuitiveness/global resonance • Don’t pull the members together just to have them listen to a presentation: leverage live meetings for brainstorming & interactive sessions (schedule conference calls for the rest) • Don’t shortchange their personal benefits: incorporate plenty of unstructured networking time • If you host multiple onsite meetings a year, rotate them geographically but don’t be “too convenient” (members within driving distance who don’t have to book airfare or hotel are more apt to unexpectedly cancel or split their time w/work)

  9. In Closing • Don’t overthink it ~ you can’t reap any benefits of a CAB without starting one! • Consider positioning first participants as “charter members” who can help define & shape Advisory Board as it evolves • CLOSE THE LOOP! • Document all meetings & action items • Share CAB inputs high & wide internally • Celebrate when CAB recommendations are adopted • Report back to board the business reasons for when they are not

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