The document outlines steps for developing a strategic partnership plan, including defining partner roles and selection criteria, developing engagement strategies, marketing materials, and evaluation measures. It provides progress updates on taking these steps, with the highest progress being on marketing the program and developing staff training and tools. Graphs and models show the stages of developing a partnership from preparation to achieving results, and assessing where the partnership is in its lifecycle from initiation to potential decline.

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)

5. 7
3
1
9
2
6
7
10
9
5
6
5
7
5
8
PARTNERSHIP EVALUATION MATRIX
CRITERIA WEIGHT PARTNER OPTION A PARTNER OPTION B PARTNER OPTION C
Strategic
Buy-in
Branding
Customers
Resources
20%
20%
15%
15%
20%
MATURITY ASSESSMENT LEVEL LOW = 0-4 MID = 5-7 HIGH = 8-10