It is a working relationship in which the risks and benefits are shared
It is a dynamic collaboration undertaken by several involved parties who consented to contribute to the accomplished collaborative activities
It is a working context in which several entities (individual / organizational) to the partnership
Partnerships are business structures that differ substantially from corporations and independent businesses
The organizational structure of partnerships is difficult to formulate - it depends on the mix of partners and the structure of the entities involved
A partnership involves vital roles that must be met by the partners themselves
The way partners understand how to work can make the difference between the success and failure of the partner consortium
Why partnership by Partneringstarter?
Partnerships have some common features, but each partnership is unique and unrepeatable
Partnerships are influenced by the nature of the context in which they formed and evolved
A partnership is justified, at first instance, if it brings more benefits than the solitary relationship with each party involved
Partnerships are a quasi-mandatory condition for organizational development and can lead to favorable changes in partner life and development.
Partnership grounds?
We need to define the roles that a partner initiator can have
What are the main types of partnerships?
What interests involve setting up a partnership (organizational vs personal)
It affects the personality and the way the partners work
What is the power relationship between the various stakeholders, who is responsible for the good functioning of the partnership and how the partnerships influence the evolution
Partnership benefits
Access to more resources (expertise, knowledge, skills, networks - material & financial resources)
Possibility to generate a greater / stronger / faster impact
Increasing the level of legitimacy and notoriety
Transfer of image / sympathy / recognition capital between partners
Increased opportunities to ensure transparency and external communication, based on the partners' skills
Typologies of partnerships
Lucrative partnerships
Consultative partnerships
Intra-sectoral partnerships
Public-Private Partnerships - PPPs
Internal partnerships
Facilitation partnerships, etc.
Multi-partite consortia: global / national / local
Temporary / conjunctive partnerships
Learning Partnerships
Partnerships to strengthen organizational capacity
Partnerships. Pros and cons
The partnership is not the solution to solving all the problems
Partnerships can involve a number of risks and costs, which can undo part of the benefits of a partnership
The partners bring together, and sometimes "block" there for a while, a series of skills and resources that they can not simultaneously use for other purposes
Partnerships involve certain risks of weakening or losing reputation if any partner has image or credibility problems
Partnerships - step by step
Starting the partnership idea
Assessing the situation of potential partners / donors / decision-makers
Defining the purpose and objectives of the partnership
Building an early relationship
Cultivating common affinities
Managing expectations
Initial planning / tracking / continuous alignment of partnerships
Assisting partners to reach an agreement and maintain interest in keeping the partnership operational
Functional Partnerships. How?
The first step in setting a successful partnership lies in the division of labor and partner responsibilities
Like any business, partnerships involve areas that need to be managed effectively to be successful
These areas of expertise must be divided and managed according to the skills and abilities of each partner
Partner roles need to be established and evaluated from the start of the partnership
It is essential for each partner to understand and accept their role in supervising and operating the partnership in order to avoid possible misunderstandings or conflicts that may arise during the lifetime of the partnership
Partnership & co-creation
Each partner must play an active role in at least one of the core areas of the partnership:
Human resources and team management
Marketing and partnership development strategy
Financial and performance goals
Daily management of current partnership activities
Cultivating organizational relationships to maintain and expand the partnership
Communication and networking
Sharing roles
A successful partnership is often based on the quality of the engagement and abilities of the partners involved
Partners must respect a philosophy and a set of common principles of conduct to make the partnership sustainable and efficient
Any partnership must ensure a uniform distribution of responsibilities
Risks in partnership
More often than not, partners are launching in different partnership formulas without prior planning and clear rules
Sooner or later, partners find that lack of planning and the absence of rules often lead to unsatisfied expectations, frustration and even open conflicts
Partners can "collide" and may even generate serious conflicts because of differences in individual or organizational principles, labor ethics, staff policy, financial goals, work style, leadership approach, etc.
Desirable partners. How?
Do the partners share the same values, ideas and goals? Limitations?
Business motivations and partner ethics are constant and congruent?
In which business areas do you agree? Which areas are divergent?
Consider whether it is worthwhile to risk destabilizing your organization if the partnership breaks
Plan every aspect of the partnership so you have no doubt about how difficult situations will be managed
Establish clearly the roles and responsibilities of your partners based on their competencies and wishes and agree on the current routine of communication
What might not work?
Inevitably, some partners will realize that the partnership no longer represents them. Partnership Reassessment / Abandonment?
Partnerships are not an easy job and do not always work
It is essential that you evaluate the partner correctly and set up a mutually beneficial relationship in the spirit of the objectives and mission of each organization
Steps & Objectives
1. Aligning the partners' vision
Define a strategic vision of success for all parties involved
2. Formalize the partnership
It is important to thoroughly document all aspects (partnership type, responsibilities, reciprocal risks, rewards, payments, support agreements, guidelines for joint activities, engagement rules, etc.)
3. Planning of partnership activities
Each party must work together to create an action plan. At certain time intervals, make sure that this strategy remains relevant and consistent with your goals
Stages & Objectives (II)
4. Operationalisation of the partnership
Decision-makers in the partner's governing structures must be involved in putting the partnership vision into operation. They must be well connected with their counterparts and regularly communicate the overall objectives of the consortium of partners
5. Interoperability
All parties must ensure that they resonate from the point of view of the partnership and communicate (over time) that they work concurrently for common solutions in the interests of the consortium
6. Co-marketing
The partnership must be made known and the communications must be consistent, strategic and coherent and be undertaken by the partners. The partnership should represent a joint proposal of partners for the proposed audience
Stages & Objectives (III)
7. Implementing the Partnership
Each partner must have the human and material resources necessary for effective engagement in the partnership
8. Incentives / Compensations
If partnerships are successful / losses, incentive / compensation mechanisms for partnership participation must be considered. Each of the parties involved will also have to participate in gains and losses
9. Long-term commitment
Partners should consider adjusting the partnership according to the evolution of the context and the main field of activity
10. Good Governance
The partners will systematically evaluate the success of the partnership and will periodically reconfirm their interest in maintaining it
