Partnerships have always been important in enterprise technology. But according to Shobana Shankar, Head of ISV Sales for Data Analytics at Google Cloud, they are no longer optional.

Partnerships are foundational to how modern cloud platforms deliver value to customers.

In this episode of Inside Partnering, Shankar shares how Google Cloud approaches ISV partnerships – from joint business planning and co-sell execution to the role of marketplace and AI in shaping the next generation of ecosystems.

Her message is clear. Partnerships are evolving from opportunistic relationships to deeply integrated go-to-market motions.

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From “Partners, Who?” to Embedded in Every Account Plan

Shankar joined Google Cloud about eight years ago after spending a decade working in the Cisco ecosystem.

At the time, cloud partnerships were still early.

“I remember talking to sales teams and we were like, partners, who? It was so early at that time for cloud to be thinking about partners.”

Today, the picture is very different.

Partners are now embedded in Google Cloud’s sales and account planning processes.

“Partners are absolutely ingrained in every single account plan and business plan that our direct sellers have.”

That shift required more than enthusiasm for partnerships. It required structure.

Partner programs, incentives, and enablement have become the mechanism that transforms the intent to partner into a repeatable system.

The Three Pillars of a Successful ISV Partnership

Shankar describes Google Cloud’s ISV partnerships through three core motions.

* Co-build

* Co-marketing

* Co-sell

Each ISV partnership includes a joint business plan that outlines how those three pillars will work together.

“There has to be the co build, there has to be the co marketing, and there has to be a co sell.”

The goal is to create solutions that neither company could deliver alone.

“We’re always with ISVs chasing that better together story. What is that 1 plus 1 equals 3?”

When the partnership works, the combined solution solves a customer problem more effectively than either product independently.

That outcome becomes the North Star for the partnership.

Quality Over Quantity in the Partner Ecosystem

One of the challenges of ecosystem strategy is deciding how broadly to expand the partner base.

Shankar says Google Cloud has become more selective.

“Our core focus is going deeper with a more select group of partners where we can have a material impact.”

That does not mean ignoring innovation.

In fast-moving areas like AI, new partners are constantly emerging. The strategy is to balance structure with agility.

Google Cloud supports established partners while remaining ready to identify emerging companies that may become key ecosystem players.

Marketplace as a Strategic Differentiator

One of the most interesting shifts Shankar describes is how Google Cloud thinks about marketplace.

Marketplace is no longer viewed simply as a transaction layer.

“We don’t want marketplace to be a transaction vehicle anymore. We want it to be a strategic differentiator.”

That shift changes how partnerships are structured.

Joint business plans increasingly focus on how Google Cloud can help partners:

* accelerate deals

* increase deal size

* source new opportunities

Shankar’s team now has compensation tied to generating opportunities for ISV partners.

“My team’s compensation has a component where they have a target to source opportunity for our ISVs.”

In other words, the hyperscaler is expected to actively help drive partner revenue.

The Evolution of the Partner Sales Role

One of the biggest changes in Google Cloud’s ISV organization is how the partner sales team is built.

Early on, the team hired primarily for alliance experience.

That has evolved.

“Our hiring has evolved significantly. Hire for folks with direct sales acumen and individuals who have that hunter mentality.”

The reason is simple. Co-selling effectively requires understanding how sales leaders think.

Shankar believes partner specialists should operate almost like embedded members of the ISV sales organization.

“The CRO of the ISV should tap into the specialist on my team as someone who works for their company with a google.com domain.”

That level of alignment requires people who understand pipeline generation, deal cycles, and revenue goals.

Measuring Partner Success

Revenue remains a critical metric, but Shankar emphasizes that partner success must be measured across the entire lifecycle.

Google Cloud tracks both leading and lagging indicators.

Examples include:

* marketplace revenue

* Google-sourced opportunities

* pipeline generation

* account mapping and engagement

* marketing activity

* joint demos and specializations

Pipeline health is especially important.

“We definitely think about having the 3x pipeline at a minimum for ISVs.”

Quality matters just as much as quantity.

Pipeline must reflect real opportunities where the joint value proposition resonates with customers.

The Impact of AI on the Ecosystem

AI is accelerating both innovation and partnership.

In many cases, hyperscalers and ISVs may overlap in capabilities.

But Shankar sees that dynamic as a natural part of modern ecosystems.

“Sometimes we compete and sometimes we complement, but regardless… gone are the days for us to think about one solution from one company can solve all of customers.”

The reality of AI is that no single vendor can solve every problem.

Partnership becomes the mechanism for delivering integrated solutions.

The Era of Deep Partnerships

Shankar believes the industry has entered a new phase.

Partnerships are no longer optional go-to-market experiments.

They are central to how technology companies succeed.

“We are in the era of deep, authentic partnerships. It’s not just a strategy anymore. It is a fundamental necessity for success.”

For partner leaders building ecosystems today, that may be the most important takeaway.

The future of technology innovation will not be built by single companies.

It will be built by ecosystems.

🎙️ Inside Partnering is a podcast for ecosystem builders, alliance leaders, and the people shaping the future of partnerships.

Let’s build the future of partnering – together.

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