For years, partner programs were built around enablement, certifications, and sales contribution. But as markets shift toward AI, SaaS, and lifecycle-based models, that approach is no longer enough.
In this episode of Belly2Belly, Bill Kenney speaks with Jason W. Gallo from Cisco about how one of the world’s largest partner ecosystems is being rethought around a simple idea: value.
Moving from activity to outcomes
One of the biggest shifts Jason describes is moving away from recognizing partners for activity and toward recognizing them for outcomes.
Historically, partners could progress through programs by completing training or achieving certifications. While those elements still matter, they are no longer sufficient on their own.
The focus is now on how partners contribute to real customer results. That includes how they support adoption, drive lifecycle engagement, and ultimately help customers succeed with increasingly complex solutions.
This reflects a broader shift in enterprise technology. As products become more software-driven and consumption-based, success is no longer defined at the point of sale.
Why partner programs needed to change
The catalyst for Cisco’s transformation was the pace of change in the market, particularly driven by AI.
Jason highlights that innovation cycles are accelerating, and partner programs must keep up. Legacy structures, even highly successful ones, often accumulate complexity over time. Different policies, incentives, and timelines get layered in as portfolios expand.
At a certain point, that complexity becomes a barrier.
The response was to simplify and introduce a more flexible framework that could adapt as quickly as the market itself. This led to the concept of a “value index,” a way to measure and recognize partner contribution in a more holistic way.
A broader definition of what makes a great partner
A key theme throughout the conversation is expanding the definition of a strong partner.
Instead of focusing narrowly on technical capability or sales performance, the new model considers multiple dimensions:
- How partners engage with customers
- How they collaborate with sales teams
- How they build new business models such as managed services
- How they drive long-term customer value
This creates a more realistic picture of what partnership success actually looks like in practice.
It also reflects the reality that different partners bring different strengths.
Depth, breadth, and ecosystem collaboration
One of the more interesting aspects of the discussion is how the program balances specialization with solution-building.
Some partners go deep. They focus on a specific area, such as security, and become highly specialized.
Others go broad. They combine multiple capabilities into integrated solutions.
Both models are valid.
The key is that the program creates a path for each. Partners can be recognized for deep expertise or for combining capabilities into broader customer outcomes.
At the same time, there is a growing emphasis on ecosystem collaboration.
Rather than expecting a single partner to do everything, multiple partners can contribute to a solution. Different roles, such as developers, advisors, service providers, and distributors, are all recognized for the value they bring.
This reflects how modern enterprise deals actually work.
Partnerships as a true go-to-market engine
One of the clearest signals of Cisco’s approach is the scale of partner involvement.
Over 90% of Cisco’s business involves partners in some form. But as Jason explains, this is not just about volume. It is about alignment.
A partner program cannot operate in isolation. It has to connect to how sales teams engage, how customers are supported, and how partners build profitable businesses.
That includes:
- Improving partner profitability
- Enhancing the partner experience
- Making it easier for customers to find the right partners
- Providing data and insights to drive better decisions
When done well, partnerships become more than a channel. They become a market-moving force.
What high-performing partners do differently
When asked what separates top-performing partners, Jason simplifies it into four areas:
- Foundation
- Performance
- Engagement
- Capabilities
The strongest partners balance all four.
They invest in building their business, they perform commercially, they stay engaged with the ecosystem, and they continue to develop their capabilities.
Importantly, they also make use of the tools and data available to them, regularly reviewing performance and aligning with their partner teams.
The takeaway
Enterprise partner programs are no longer just about participation.
They are about contribution.
As technology becomes more complex and customer expectations increase, the partners that succeed will be those who can consistently deliver outcomes, not just activity.
Related articles
The Partnership Advantage: How B2B and B2G Ecosystems Drive Growth and Mission Impact
Choose the Right Partners: Building Your Partner ICP, Segments, and Recruitment Plan
Design a Program Partners Will Use: Value, Tiers, Incentives, and Simple Rules
About
MEET helps B2B & B2G companies gain traction and scale in the U.S. through trade shows, events, and strategic connections. Contact Bill Kenney for a no-obligation conversation: bill@meetroi.com or +1 (860) 573-4821.