9'00amRegistration and Breakfast

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Not Going it Alone Practicalities of Partnership
Working, The Route to Collaboration

• 9.00am Registration and Breakfast
• 9.20am Introduction, Dan Brophy, Service Network
• 9.30am Jon Hargreaves, partnering as a strategic
  choice for business
• 10.30am Break
• 10.45am Adam Dunlop, CPCR, A framework for
  practical partnering
• 11.15 Work groups focusing on the practical
  challenges of partnering
• 11.45 Plenary and wrap up
• 12.00 Close

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• Dan Brophy

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Why dont we collaborate more?
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• Jon Hargreaves

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Evaluate partnering as a strategic option how
attractive is it and why / why not?
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• Break

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• Jenny Charteris

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Delivery through collaboration
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Collaboration

• act of working jointly they worked either in
  collaboration or independently
• act of co-operating traitorously with an enemy
  that is occupying your country

Latin roots from labour, toil together
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Collaboration isnt a soft option
Competition
Collaboration
Compromise
Enmity
Accommodation
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Secret
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70 of alliances fail to deliver against
expectations
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Causes of partnership failure among firms that
have participated in gt20 partnerships
Poor or Damaged Relationships Between Partners
Poor Strategyand Business Planning
Source Vantage Partners
Bad Legal and Financial Terms and Conditions
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Relationship issues

• Degree of trust
• Ease of working together
• Capacity for joint problem-solving
• Ability to leverage and learn from differences
• Capacity to resolve conflicts
• Openness and quality of communication
• Capacity for taking a what is best for the
  venture perspective

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Good newsUp to 70 of partnerships deliver
their goals when the right skills and
capabilities are in place
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• The Partnership Performance WheelTM

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The Partnership Performance WheelTM
1. What goals and aspirations do we share
together? 2. Of these goals and aspirations, what
can we really pursue together? 3. Of these goals
and aspirations, what can we not pursue
together? 4. How can we manage those goals and
aspirations which appear to be in conflict with
each other?
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The Partnership Performance WheelTM
How do we share risk? How do we share reward?
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The Partnership Performance WheelTM
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The Partnership Performance WheelTM
Leadership
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• Scan
• Scanning and interpreting the internal and
  external environments
• predicting new opportunities
• being alert to internal changes
• helping others to understand opportunities

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• Relate
• Forming, building and developing relationships
• leadership through partnership
• building long term transformational relationships
• congruence between words and actions

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• Act
• Delivery of outcomes through joint processes,
  risks and rewards
• new forms of contract joint deliverables
• explicit review processes
• exchange of information and intelligence

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The Partnership Performance WheelTM
Team structure
Right person in right role Clear roles and
responsibilities Accountability for mutual
goals Co-location?
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The Partnership Performance WheelTM
Decision making
Joint decision making What decisions get made
where (a clear tree) Clear who does what
(Responsible, accountable, consult, inform,
implement) Governance joint steering board and
senior level sponsorship
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The Partnership Performance WheelTM
Conflict resolution
At source and quickly Clear timings/triggers for
escalation Eye on the bigger picture
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The Partnership Performance WheelTM
Operating systems
Build understanding of the different systems Are
we prepared to change to align (eg financial
reporting) Make use of the best amongst partners
avoid duplication Systems dont work on their
own Needs education and buy-in
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The Partnership Performance WheelTM
Communication
Why, not just what and how Open and honest (open
book?) Engage all levels Two-way lots of
feedback OVERCOMMUNICATE
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The Partnership Performance WheelTM
Reward/recognition
Incentives for partnership success (sharing
pain/gain) How will we deal with the differences
in packages Effective collaboration to be
included in individual performance
objectives/review
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The Partnership Performance WheelTM
Measurement improvement
What are the shared KPIs? Joint management
reporting Continuous improvement getting better
each time Partnership health check
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The Partnership Performance WheelTM
Culture
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To collaborate or not to collaborate here are
some questions

• Vision is there a compelling reason to work
  together?
• Capacity can we build the infrastructure needed
  to sustain working together?
• Impact can this relationship deliver tangible
  results (win-win) for both/all partners?
• Intimacy how closely can we work together? Do
  we trust each other?

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• Partnership Health Check

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Case Study
We have
We need
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Discussion

• How could we go about developing our partnering
  capability

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• Thank you