1. ACTIVITY PROGRESS
Develop a strategic partnership plan
Invest in the program
Foster a collaborative culture
Market the program to stakeholders
Measure progress, not participation
• Define the role of partners
• Outline partner selection criteria
• Determine engagement strategies
• Align staff and funding
• Develop staff training and tools
• Establish leadership support
• Provide program visibility
• Define value propositions
• Align propositions with partners
• Develop marketing materials
• Estimate resources required
• Establish evaluation criteria
• Provide resources to encourage
collaboration
• Establish a common language
• Promote ongoing communication
• Engage targeted partners
• Establish a process for developing and
sharing partnership successes
• Develop outcome related measures • Reassess program over time
50%
72%
34%
94%
59%
PROGRAM COMPONENTS PROGRESS
ASSOCIATED ACTIVITIES
2. PREPARE SHARE KNOWLEDGE PLAN EXECUTE ACHIEVE RESULTS
1 2 3 4 5
STAGES OF PARTNERSHIP MODEL
WHERE ARE WE NOW? WHERE DO WE WANT TO BE? HOW WILL WE GET THERE? WHO MUST DO WHAT? HOW ARE WE DOING?
• Situation analysis/ change
readiness assessment
• Gap analysis
• Global team
• Identify quick wins
• Leadership buy-in
• Define sponsor roles
• Strategic direction
• Benefit analysis
• Share best practices
• Change management &
communication plan
• Establish metrics
• Get buy-in
• Set up teams
• Deliver plan
• Identify new needs
• Monitor results
• Assess business results
• Integrate and leverage
3. STRATEGIC PARTNERSHIP MODEL
I M PR O V E D
M O V I N G TO G E TH E R
J O I N E D A T TH E H I P
1 STRATEGIC FIT
2
INCENTIVE
ALIGNMENT
3
MANAGEMENT
COMMITMENT
4
INCENTIVE
ALIGNMENT
5
ECONOMY
OF SCALE
6
VALUE ADD
7
RESULTS
1
The foundation of the partnership model is based on validation by
the client that our services and products are needed and we have
proven expertise in the areas of need
2
Our benefit/gain of the partnership is tied to the
client’s ability to meet its objectives
3
Our leadership team has been in the client’s shoes and has an
appreciation for the challenges the client might face.
4
Our preferred client receives the highest level of
support and commitment from us
5
“Economy of scale” allow us to be cost effective and
pass along those savings to the client
6
We act on the client’s behalf and represent the
client to help achieve their desired results
7
We are proactively amplifying the efforts of the client in identifying the
opportunities to realize improved result
4. GROWTH
PARTNERSHIP LIFECYCLE
KEY
ACTIVITIES
REMARKS
• Create alliance business plan and
identify target partner
• Create joint strategy
development.
• Finalize business proposition
• Propose alliance leadership and
organization
• Decline in value generation due to
changing consumer preferences,
intense competition, changing market
dynamics, or changing interest of
alliance participants.
• Reinvent alliance to next level or form
spin off organization
• Partnership kick off
• Stakeholder interaction
• Cash management
• Expansion and organization
• Culture development
• Process connectivity
• Value growth
• Get people, processes, and
systems in place
• Manage working capital
• Delivery to meet demand growth
• Approaches to extend growth
• Steady state where growth plateaus as
relationship matures
• Focus on further value driven
ideas/improvements.
• Organization connectivity becomes
second nature and a unique culture is
formed
• Promoter focus is of top
importance to get the buy in
from stakeholders.
• Identification of target partner
with correct criteria.
• Installation of dedicated leader
of the alliance
• Complacency and failure to adapt to the
changing market dynamics
• Blame game de-motivates the staff.
• Re-orientation and training is a must.
• Reassess and act proactively to reinvent
or close this alliance
• Communication at all levels.
• Leader focus can get the alliance
off the ground and make it deliver
as planned
• Many alliances can fail here
• Resources need to keep pace with the
growing needs or complexity
• Ensure there is sufficient investment
(time and financial)
• Consolidation phase.
• Value generated should partly be
reinvested to further enhance alliance
value and prolong the organization’s
lifecycle.
• Power struggle can increase turnover
of employees
INITIATION FORMATION MATURITY REINVENT/DECLINE/EXIT
Next growth level
Exit
Decline
(Value)
