Building a Perfect Strategic Partnership in 5 Stages
 

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Building a Perfect Strategic Partnership in 5 Stages Presentation Transcript

  • 1. Learn the steps you need to follow to master the most crucial skill in the connected business world of today: Creating a Successful Strategic Partnership Adapted from Strategic Partnering by Luc, Raphaël, a  nd Guillaume Bardin
  • 2. An average of 10.000 alliances are formed each year worldwide. Entire industries depend on STRATEGIC PARTNERSHIPS to operate, improve performance, accelerate innovation and reduce costs. The benefits of perfect partnerships are vast, and the costs and missed opportunities of unsuccessful ones considerable. Yet, strategic partnering today is a ‘hit and miss’ process that fails far more times than it succeeds. Studies report that over 70% fail over time and less than 10% deliver to original expectations. As then BP’s Group Chief Sales and Marketing Officer and founder of its Strategic Accounts division which he ran for over 10 years, Luc Bardin is one of the most experienced and successful global strategic partnership creators working today. In this book, he brings a foolproof 5-STAGE / 15-STEP SYSTEM which can be used to succeed with any kind of partnerships in any industry or government organization. Adapted from Strategic Partnering by Luc, Raphaël, a  nd Guillaum e Bardin
  • 3. Filter candidates based on your pre-selected factors such as existing relationships, size, strategic relevance, or complexity. Select a potential partner by looking at the potential strategic value to be had and the emotional and cultural fit between the organizations. Define a first-pass business case to test how likely it is that the expected value will materialize and what it will take to reach the partnership destination. Adapted from Strategic Partnering by Luc, Raphaël, a  nd Guillaum e Bardin
  • 4. Select a Strategic Partnership Manager who will lead the nascent partnership and be the point of contact in your own shop and between your organization and the target partner. Manage the target as a strategic partner so that your whole organization learns of the new joint mission and behaves in sync with the objective of the partnership. Agree internally on the partnership strategy by articulating the “story” of why the organizations should partner, the potential value to be drawn from the alliance, the cooperation plan and the key navigation milestones for the partnership. Odd though it may seem, for it to be successful, this step must be conducted without interacting formally with your potential partner. Adapted from Strategic Partnering by Luc, Raphaël, a  nd Guillaum e Bardin
  • 5. Engage with the partner now that all of your background work is done. You can be confident going forward because you’ve learned much about them, understand and believe in the mutual value you’ll generate and know to a great extent how you will proceed. Deepen your understanding of what aspects or p  rocesses this partnership are most appealing to your potential partner. Jointly define and agree on a strategic cooperation framework, the step when both organizations will declare being strategic partners. Adapted from Strategic Partnering by Luc, Raphaël, a  nd Guillaum e Bardin
  • 6. Syndicate the cooperation by formalizing the arrangement and broadly informing internally and externally. Select the remainder of the team so that the strategic partnership has adequate levels of human capacity and capability. Set up the joint workstreams with the active involvement of the business areas most crucial to the partnership’s mission. Adapted from Strategic Partnering by Luc, Raphaël, a  nd Guillaum e Bardin
  • 7. Execute together, with the teams from both organizations working closely together on the workstreams set up earlier. Deliver “transformational” value, the original destination for the partnership which is strategically important, at scale and cutting-edge to the partners. A well ran strategic partnership will deliver consistently much more value than expected. Expand to new areas as new possibilities and ambitions emerge from the established partnership the mutual trust and track record. Adapted from Strategic Partnering by Luc, Raphaël, a  nd Guillaum e Bardin