In Business, Words Matter — but Actions Matter More.
We’ve spent years hearing companies talk about being partners. It’s become the default language of the industry. Everyone’s a “partner.” But I think we’ve reached a point where that word doesn’t go far enough — not in a world where technology is at the centre of every organization's future, and not in moments when everything doesn’t go according to plan.
That’s why we’ve started using a different word at Compugen: Ally.
Allyship isn’t a slogan. It’s a way of working — and more than that, a way of thinking. When we say we want to be a Technology Ally to our customers, we mean that in the truest sense of the word: we want to sit on the same side of the table and work toward common goals. Their success becomes our success. Their risk becomes our responsibility. And their mission becomes a shared outcome — not a line in a contract.
Why Now?
In many ways, technology has outgrown the model of the traditional vendor-client relationship. The stakes are higher, the systems are more complex, and no single organization can deliver everything on its own. That’s not a flaw in the model — it’s a sign that business today is inherently collaborative.
But collaboration without alignment leads nowhere. That’s where allyship comes in.
Being an ally means showing up differently — not just when the statement of work says you should, but especially when it doesn’t. It means being clear, transparent, and committed to helping define success for the customer. And it means sticking around when things get tough.
I’ve always believed you can measure the strength of a relationship not by how well it performs under perfect conditions, but how resilient it is when things go sideways.
We’ve had customers call us in a panic because of a cyberattack. We weren’t bound to respond — but we did, immediately, because doing the right thing doesn’t require a purchase order. In another case, we heard from a client who was having issues with their network — one we didn’t sell or install. But that didn’t matter. We went onsite and fixed it. No charge. No discussion.
Because allies don’t ask, “Is this our job?” They ask, “How can we help?”
Rethinking the Role of a Partner
If you're a CEO or CIO, it’s worth asking: are we seen as a vendor or as an ally? That shift starts with mindset. Allyship isn’t about saying yes to everything. It’s not about going along with a plan just to keep things smooth. It’s about being honest — especially when it’s not easy. That might mean calling out a misstep, pointing out a gap, or having a hard conversation about what’s realistic. Customers don’t need a team that nods politely and disappears — they need people who will speak up, stand firm, and stay committed.
Because if we’re not honest about what it’s going to take to succeed, we’re not really helping. And if we’re not willing to push back when something isn’t right, we’re not being allies — we’re being spectators.
That kind of honesty isn’t always comfortable. But it’s essential. Being an ally means showing up with clarity and transparency, not just in delivery, but in dialogue. It’s about aligning to the customer’s definition of success — and doing the hard work to get there together.
And that same honesty has to go both ways. At Compugen, we don’t expect to be above scrutiny — nor should we be. We’ve been through rigorous procurement processes. We’ve worked under quarterly metrics and detailed performance scorecards. That’s not criticism — that’s accountability. We treat it as feedback, not judgment. It shows us where we stand, and where we can do better.
Evolving Alongside Our Customers
When I started Compugen, technology played a supporting role in most organizations. It lived in the background — helping with accounting, payroll, and documents, maybe helping on the factory floor.
Today, every organization is a technology organization. That shift has elevated the role of companies such as ours — and intertwined the relationships. It’s not that different from the relationship you have with a family doctor. You don’t see them just once. You build trust over time. They know your history, they understand your goals, and when something’s off, they’re the first person you call.
That’s what allyship looks like in a business context. You don’t disappear between contracts. You stay connected. You anticipate what’s ahead. And you never stop looking for ways to add value.
What Allyship Requires
Allyship isn’t soft. It’s not about avoiding hard conversations — it’s about having them. It’s about acknowledging when something didn’t go well, calling out your own gaps, and being realistic about what it will take to improve. That’s how long-term trust is built. Not through perfection, but through accountability.
It’s also about structure. At Compugen, we formalized this idea through a role that’s gaining momentum across the industry: the Chief Customer Officer. We didn’t create a new job title like “Chief Ally Officer” — we simply recognized that the function already existed. And we empowered it.
Our CCO, Stéphan Wener, is focused entirely on ensuring our organization stays aligned with the people we serve. His role isn’t about escalation — it’s about connection. It’s about listening hard, designing smarter, and delivering better.
Where We Go From Here
Allyship isn’t a phase. It’s not a trend. It’s a return to something that’s always been true in business. Relationships matter. Values matter. Showing up matters.
As technology continues to shape every corner of the enterprise, the need for genuine, trust-based relationships will only grow. And the companies that thrive won’t be the ones who checked every box — they’ll be the ones who were there when it counted.
So, here’s my ask to fellow leaders: let’s stop measuring success only in deliverables and revenue. Let’s start asking, “Did we make our customers feel like we were truly on their side?”
Because when you become an ally, you don’t just support the mission — you share in it.
And there’s no better place to be.
Want to see what allyship looks like in action? Explore real-world stories from organizations across Canada that trusted Compugen to stand beside them — not just deliver for them.
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