Partner operations (PartnerOps) began as a transactional model, primarily driven by resale and distribution. Companies depended on resellers and distributors to expand their market presence, often with minimal strategic collaboration. Antonio Caridad shares his experiences at IBM, where partner relationships were initially volume-focused rather than strategically aligned. The early PartnerOps framework lacked automation, leading to partner tracking, onboarding, and engagement inefficiencies.
Over time, businesses recognized the need to segment partners into categories such as value-added resellers (VARs), managed service providers (MSPs), and solution integrators. This allowed companies to tailor partner programs to specific needs, enhancing the effectiveness of their partner strategies. The introduction of structured partner relationship management (PRM) systems helped streamline processes, providing companies better visibility into partner performance and engagement.
Despite early challenges, the foundation of PartnerOps was laid through trial and adaptation. Companies started investing in tools and processes to manage their partners better, setting the stage for a more sophisticated partner management approach. The shift from simple resale relationships to value-driven partnerships marked the first step toward the modern PartnerOps ecosystem.