Why partnership

  • 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