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Transcript of 5.03 Partnership Relationship Management WP
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7/28/2019 5.03 Partnership Relationship Management WP
1/12
2006PartnershipContinuum,Inc.AllRightsReserved.
www.partneringintelligence.com
White
Paper
PartnershipRelationship
Management
ImplementingaPlanforSuccessByStephenM.Dent
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7/28/2019 5.03 Partnership Relationship Management WP
2/12
ExecutiveSummary
Organizations are struggling to react quickly to everchanging customer
expectations and needs while struggling with shifting market needs and
financial swings.Striving tooutmaneuver competitors thesedays involves
capitalizing on highly effective internal and external relationships that
ensurethebusinesshasthecapabilitiestosupportitsmissionandevolving
growthinitiatives. Thestrategyofconnectivitytootherpeopleandentities
is now crucial for innovation and overall success. Businesses todaymust
propagate connections that provide resources theydont possess in house
andenablethemtomovequicklytoprofit.
Conductingbusinessinthetwentyfirstcentury,therefore,requiresforming
partnershipsandstrategicalliancesbothinternallyandexternally.Creating
a partnering culture in your organizationwill foster collaboration amongexistingsubcultures.Creatingapartneringculturepositionsanorganization
toaccruefourchiefbenefits:
Openness Creativity Agility Resiliency
These chiefbenefits enablebusiness transformation and thus impact the
bottomline.
Smart partners win not only because of what they do but, even more
importantly, from how they do it. They win from leveraging their
connectednessandfromvaluingthebuildingofrelationshipskills.
Alliances and partnerships produce astonishing resultsbut only when
informationflowsfreely,peopletrusteachother,andareloyaltoeachother
andtheirmutualsuccess.Operatingfromsuchavibrantcollaborativemind
set that forgets about getting the bigger slice of the pie requires
interdependencethatdoesnotcomenaturallytoanyorganization.
Thispaperdiscussesthecharacteristicsofeffectivepartnershiprelationships
andpresentsanoutlineforimplementingaplanforsuccess.Italsoprovides
a Relational Survey to help determine a partnerships state of health and
providesaPartnerRelationshipManagementAssessment,bothas tools for
determininganorganizationsstartingpointinrelationshipmanagement.
2006PartnershipContinuum,Inc.AllRightsReserved.
www.partneringintelligence.com
Theabilityto
recognize
strengthsand
acknowledge
weaknessesisa
culturalissue.
Theenergiesa
culturedrives
fromthepeoplewholiveand
workwithinthe
relationship
structurewill
foretellsuccess
orfailure.
PartnershipRelationshipManagement:
Implementing aPlanforSuccess 1
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2006PartnershipContinuum,Inc.AllRightsReserved.
www.partneringintelligence.com
CharacteristicsofEffectivePartnerships
A partnership is where two or more people need to work together to
accomplish a goal while building trust and a mutually beneficial
relationship.Thismeansthepartnershipisvoluntarilyagreedupon,builtonthedesiretohavetrust,andbasedonagreeduponmutualbenefits.Effective
partnershipshavethefollowingcharacteristics:
(1)Partnershipsareenteredintovoluntarily
Partnerships cannot be forced. However, we often find ourselves in
situationswhereweareassigned topartnersforexample,whenweare
appointedtoaprojectortaskforce,joinanexistingboardofdirectors,work
onacommitteeata school,orvolunteer tohelpplan thechurchpicnic. In
these cases, relationships can become true partnerships only when all
involvedhavedefinedthegoalor task,haveidentifiedthemutualbenefits,
and
are
committed
to
building
trust.
(2)Partnersperceivethemselvestobeequalinpowerandaccountability
In a partnership, authority and title aremeaningless in the delegation of
tasks,decisionmaking,and conflictresolution.Theonly factors thatmight
makeonepartnersperspective takeprecedenceover anothers aregreater
knowledgeormoreexperience.Howrolesandresponsibilitiesareassigned
dependsonthedemandsofthesituationandtheparticularcompetenciesof
thepartners.
(3) Partners have equal access to, and openly share, information and
knowledge
Inapartnership, theemphasis isalwayson the taskoroutcome forwhich
thepartnerscametogetherinthefirstplace.Tothatend,allpartnersneedto
haveaccesstothesameinformation.
Incorporatesettings, individualsoftenoperateaccording to theadage that
knowledge is power, and they increase their power by hoarding
information parceling out bits and pieces as needed. In a partnership,
however,partnersarenot focusedonpower.Allpartnersareperceivedas
equalandthereforewillinglyshareinformation.Thisnotonlyenhancesthe
functioningofthepartnershipbutalsoincreasesthequalityoftheoutcome.
Synergy and creativity result when people build upon one anothers
informationandideas
(4)Allpartnersareperceivedasequallyvaluable,albeitindifferentways
Partnerships come together when individuals require the contribution of
otherstoaccomplishataskorreachagoal.Bydefinition,everypartnerhas
something of value to bring to the partnership, and that something is
essentialtothequalityoftheoutcome.
Internalteams
anddepartments
Typical
Partnerships:
Strategic
alliances
Jointmarketing
partnerships
Union
management
relationships
Mergersand
acquisitions
Boardof
directors
Organizational
executive
leadership
teams
Organizational
crossfunctional
/departmental
partnerships
Publicprivate
partnerships
Nonprofit/
forprofit
partnerships
Community
based
partnerships
PartnershipRelationshipManagement:
Implementing aPlanforSuccess 2
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Therefore,everypartnerisacknowledgedforthevalueofhisorher
contribution,andnoonepartnerisviewedasmoreimportantthanany
other.
(5)Partnerslookforopportunitiestodiscovertheyarewrong
Whenallpartnersarecommittedtotheexcellenceoftheoutcome,theywant
to continually check that their perceptions, decisions, and actions will
producethebestproductorservice.Tothatend,theywelcomesuggestions
abouthowtodothingsdifferentlyandactivelyseekthemout.Partnersdont
want tobe right orhave the lastword.Theywant to arrive at thebest
possibleoutcomeor solutionandareopen toanyandall information that
willhelpthemachieveit.
(6)Partnersseekoutandsupportsuccessforothers
Partnersbringtoarelationshipanoutlookofabundance.Anindividualwith
anabundantoutlookbelievesthatthereisenoughofeverythingavailablein
theworldforeveryonetogetwhatheorsheneeds.Peoplewhopossessan
abundant outlook can seek opportunities for others to succeed and can
celebrate others successesbecause they know this does not detract from
theiropportunitiestobesuccessfulaswell.Peoplewhoseoutlook isoneof
scarcity feel that anything that goes to anyone else takes something from
them.Theythereforeareunabletopromoteorsupportthesuccessofothers
because theycovet it for themselves.Such individualshavegreatdifficulty
workinginpartnerships.
Inaworldthatisconnectedandintegratedbynetworksofinformationand
knowledge, every person in the new economy holds the potential for
generating new ideas and coming upwithbetter structures, processes orsystemsfordesigning,producing,marketing,sellinganddistributinggoods
andservices.
Althoughapartnershipmayappeartobebetweenfacelesscorporations,itis
peoplewho form andmanage partnerships.Theymusthave the skillsa
highPartneringQuotienttocreateasuccessfulbusinessrelationship.These
skillsinclude:
Openlyselfdisclosinginformationandgivingfeedback Creatingtrustthroughactionsandwords
Creativelyresolving
conflicts
and
solving
problems
Welcomingchange Valuinginterdependence
2006PartnershipContinuum,Inc.AllRightsReserved.
www.partneringintelligence.com
Ifwepartner,we
getourpersonal,
professional,and
organizational
needsmetat
levelsthatarenot
possibleina
competitive
environment,let
alonein
organization
culturesthat
activelyencourage
cutthroatbehavior
amongleaders
andemployees.
PartnershipRelationshipManagement:
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2006PartnershipContinuum,Inc.AllRightsReserved.
www.partneringintelligence.com
ThefollowinglowPQcharacteristicscandoomapartnershiptofailure:
Withholdinginformation
Having
low
trust
of
others
Desiringtowinconflicts Relyingonpasthistoryfordecisionmaking Maintainingthestatusquoandresistingchange Valuingindependence
Eachpartnershipisasuniqueasthepeoplewhocompriseit.Evenso,there
arecertaincharacteristicsthatallsuccessfulpartnershipshaveincommon:
Thepeopleinthepartnershiphaveakeensenseofselfinthattheyunderstandtheirownstrengthsandweaknesses
Theyknowwhattheywantoutofthepartnership
WhatisPartnershipRelationshipManagement?
Despite the word relationship in its name, Customer Relationship
Management (CRM) is not really concerned with managing customer
relationshipsbut, rather, with managing data about a customersbuying
habits and preferences. Of course, a company where one is a potential
customerdoesntreallycareaboutits relationship withthecustomer.What
itwantsisanothertransactionfromthecustomer.Thatsthewholeobjective
ofCRM:togenerateanothersale.
PartnerRelationshipManagement(PRM),ontheotherhand,reallyisabout
relationships. Itsaboutunderstanding theneedsofonesbusinesspartners
and satisfying thoseneeds to thebest ofones abilitywhilebuilding trust
between the two parties. PRM, therefore, is much more complex than
collectingdata.
An organization must learn to communicate with its partner, using self
disclosure skills to articulate its needs. It must know its personal trust
strategiesandthensharethosewiththepartner.Theorganizationmustbuild
agreementsthat
are
mutually
beneficial
while
working
through
the
conflict
thatcollaboration,byitsverynature,causes.
PRMalsochallengespeopletochangeandfocusonthefuturesotheydont
continuallydwellonpastgloriesand stay stagnant. It linksonepersonor
entitysfuturewiththatofanotherinapositiveandexcitingway.
Thesearethegoalsthatcan
beachievedin
aneffective
partnership
relationship.
Imagine
harnessingthe
brillianceof
yourworkforce.
Imagine
learningfrom
eachother.
Imaginebeing
aninnovation
factory,turning
outnewand
excitingideas
andproductsor
servicesona
regularbasis.
Imaginehaving
aworkforcethat
isnotjustloyal
butfeelsasense
ofdutytothe
successofthe
organization.
4PartnershipRelationshipManagement:
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2006PartnershipContinuum,Inc.AllRightsReserved.
www.partneringintelligence.com
DeterminetheStateofHealthofPartnership
Relationships
Areyour
partnershipsinternal
and
externalhealthy?
The
following
Relational Survey and the 60Second Partner Relationship Management
Assessmentwillhelpyoucollectobjectivedataon thecurrentstateofyour
partnershiprelationships.
Once the results have been tallied, pull your team together, review the
results,andinvitefeedback.Anyquestioninwhichtheaveragescoreisthree
or less presents an issue that the team should discuss. Try to reach
conclusionsonwhytheteamdidntdowellinthatparticulararea.
Thenlookattheareasinwhichyouredoingwell.Whatareyoudoingthat
makes you successful in that area?How can the teamuse the knowledge
gained from those successes to improve theareas inwhich the team isnot
doingaswell?Besuretogiveyourselvesplentyoftimetodiscusseachitem.
Finally,developanactionplanforimprovingthoseitemsthathadlowscores
andcelebrateyoursuccesses!
RELATIONALSURVEY
Instructions: Think about apartnershipyoure involved in, or a team of which
youre a member. Briefly reflect on your relationship. Then read each of the
statementsthatfollow.Foreach,writedownyourpersonalratingfrom1(notvery
well)
to
5
(very
well)
in
the
blank
spaces
at
the
end.
1.Howwelldidwebuildtrustbetweenus? _____
2.Howwelldidwesolveconflictsbetweenus? _____
3.Howwelldidwesolveproblemsusingnewandcreativetechniques? _____
4.HowwelldidIgetmyimportantneedsmetinthepartnership? ____
5.Howwelldidweshareinformationbetweenus? _____
6.Howwelldidwefocusonfutureeventsvs.pastmistakes? _____
7.Howwelldidwerespecteachotherstime? _____
8.Howwelldidwereinforceourvisionwitheachother? _____
9.Howwelldidwemonitorourrelationalexpectations? _____
10.Howwelldidwerelyonourpartnerstohelpusmeetourobjectives? _____
11.Howwelldidwegiveeachotherconstructivefeedback? _____
12.Howwelldidwereachdecisionsthatweretrulysupportedby
everyone?_____
13.Howwelldidweaddressthe hard issues? _____
14.Howwelldidwesupporteachotheroutsideofthepartnership? _____
15.Howwelldidwecelebrateouraccomplishmentsasateam? _____
PartnershipRelationshipManagement:
Implementing aPlanforSuccess 5
Cutandpaste
thesurveyinto
adocumentso
youcanprintit
outand
distributeitto
themembersof
your
partnershipor
team.
Thesurvey
worksbestif
theinformation
isgathered
anonymously.
Protectingthe
identityof
respondents
providesa
safetyzonefor
peoplewhomay
notbe
comfortable
openly
disclosingtheir
concerns.
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2006PartnershipContinuum,Inc.AllRightsReserved.
www.partneringintelligence.com
Does your organization have a solid Partner Relationship Management
(PRM)programinplace?Tofindout,take this60secondPRMassessment.
Simplyanswereachquestion Yes or No.
60SECONDPARTNERRELATIONSHIP
MANAGEMENTASSESSMENT
Adaptedfrom Partner RelationshipManagement Training. Partner Relationship
ManagementAssessment2002PartnershipContinuum,Inc.Allrightsreserved.
1.Doyouhaveajointlydevelopedstrategic framework inplacewithyour
partner(s)?
2.Haveyoudocumentedyourneedsbasedonyourbusinesssstrengthsand
weaknessesandsharedthemwithyourpartner(s)?
3.Doyouhaveameasurementsysteminplacetodocumentandtrackyour
partnershipsmutualbenefits?
4.Arerelationalexpectationsdocumentedbetweenyouandyourpartner(s)?
5.Doyouhaveajointlydevelopedpartnershipagreementinadditiontoany
contractualagreementsyoumayhave?
6.Do the sponsorsof thealliancemeetat least twiceayear in facetoface
meetingstoreviewallianceprogressandstrategicrelevance?
7.Doyoumeasure the relationalcomponentsof thealliancealongwith its
economicbenefits?
8.Istrustaformalindicatorthatismeasuredandregularlyreportedwithin
youralliance?
9.Have the teams implementing the alliance received formal training on
buildingrelationships?
10.Have
joint
communications
and
symbols
of
the
alliance
been
prominently
displayedinpubliclocations?
Add up your yes and no responses. If you have three or more no
responses,youdonothaveaPRMprograminplace.
Find outmore information about these 10 PRM aspects on the following
page.
PartnershipRelationshipManagement:
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2006PartnershipContinuum,Inc.AllRightsReserved.
www.partneringintelligence.com
1.Doyouhaveajointlydevelopedstrategicframeworkinplacewithyour
partner(s)?Havingajointlydevelopedstrategicframeworkisimportantfor
tworeasons.First,itprovidesyouandyourpartnerswithanopportunityto
define
and
document
a
clear
purpose
for
your
alliance.
Second,
it
builds
joint
ownershipofthealliance.Thisisespeciallyimportantwhenanalliancewas
conceivedbyonepartnerwhotheninvitedtheotherpartnertojoin.
2.Haveyoudocumentedyourneedsbasedonyourbusinesss strengths
andweaknessesandsharedthemwithyourpartner(s)?Havingyourneeds,
strengths, andweaknesses documented provides an opportunity for your
partnerstogettounderstandyouandyourbusinessbetter.Italsoprovides
your partnerswith information that can assist them in helping youmeet
yourneeds.
3.Doyouhaveameasurementsysteminplacetodocumentandtrackyour
partnerships mutual benefits? Partners often fail to put into place a
measurementsystemtodocumentandtrackthepartnershipsbenefits.When
thereisaperceptionthatonepartnerisgainingbenefitsattheexpenseofthe
others, resentment builds, which leads to mistrust. Documenting and
tracking thepartnershipsbenefits to eachpartnernotonlyhelpsmeasure
whether thosebenefitsarebeingachieved, italsoenables imbalances tobe
identifiedandrectified.
4. Are relational expectations documented between you and your
partner(s)? Its important that you document what is expected of all
membersofthepartnership.Documentingsuchnormsofbehaviorplaysan
essentialroleinmaintainingthepartnershipsculture.However,membersofapartnershipchangeover time.Asmemberschange,previousagreements,
especially around relational expectations, can get lost in the shuffle.New
memberscoming into thepartnershipmustbebriefedon thepartnerships
culturesotheyhaveaclearunderstandingofwhatisexpectedofthem.
5.Doyouhaveajointlydevelopedpartnershipagreement inaddition to
any contractual agreements youmayhave? Partnership contracts tend to
define only expected deliverables. Partnership agreements, on the other
hand, lay out the strategic framework,behavioral expectations, roles and
responsibilities,and tasksof theallianceinotherwords,how thepartners
aregoing
to
interact
with
each
other.
Here
sanother
way
of
thinking
about
it:
Apartnershipagreementfocusesmainlyonprocess;acontract,onoutput.
PartnershipRelationshipManagement:
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2006PartnershipContinuum,Inc.AllRightsReserved.
www.partneringintelligence.com
6.Dothesponsorsofthealliancemeetatleasttwiceayearinfacetoface
meetingstoreviewallianceprogressandstrategicrelevance?Foralliances
to succeed, the leadersof thepartneringorganizationsneed tobe actively
involved.
Absent
leadership
dooms
alliances.
It
s
critical,
therefore,
that
alliancesponsorsmeetatleasttwiceayeartodiscussallianceissuesandto
planforfutureactivities.
7.Doyoumeasuretherelationalcomponentsofthealliancealongwithits
economic benefits? Most alliances do a good job of measuring their
economic indicatorsthe additional revenue generatedby the alliance, the
alliancesexpenses,theamountoftimespentonmanagingthealliance,and
othercostrelatedfunctions.Whatalliancesdontdoaswellistomeasurethe
relationalaspectsofthealliancelevelsoftrust,frequencyofcommunication,
useof creativity inproblemsolving,ability to resolve conflicts,and soon.
Therelationalaspectsareasimportanttotheoverallsuccessofyouralliance
asitsmonetarybenefits.Infact,goodrelationswithintheallianceensurethat
themonetarybenefitswillfollow.
8.Istrustaformalindicatorthatismeasuredandregularlyreportedwithin
youralliance?Trustisrarelymonitoredinalliances,andyetitskeytotheir
success.Peopledowhat theyremeasured todo. If trust ismeasured, trust
willhappen.
9.Have the teams implementing thealliance received formal trainingon
building relationships?Alliance andpartnershipbuilding is anunnatural
act formostofus.Wereeducated, socialized, and rewarded inways that
reinforceourbeliefthatwemustlookoutafter#1asourbusinessbehaviorsall toooften illustrate.Whenpushcomes toshove,werevertback to these
behaviorsbecausetheyarecomfortableand feelright. Buttheyarenotthe
behaviorsthatmakepartnershipssuccessful.
Peoplemustlearntheskillstobuildsuccessfulpartnerships.Theseskillsare
those identified inPartnershipContinuumsSixPartneringAttributes:Self
Disclosure and Feedback, Win/Win Orientation, Ability to Trust, Future
Orientation, Comfort with Change, and Comfort with Interdependence.
Formaltrainingintheseskillsgivespeoplethetoolstheyneedtochangeold
behaviorsandtobuildhealthy,longlastingandprofitablealliances.
10. Have joint communications and symbols of the alliance been
prominently displayed in public locations? After the alliance has been
established,youmustcommunicateitsimportancetoyourorganization.You
communicatethismessagethroughjointcommunicationsandbydisplaying
symbolsoftheallianceinlocationswherepeoplecanseethem.
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TheStepstoPartnershipRelationshipManagement
Anorganizationsstructuredescribeshowaccountabilityforresultsand
correspondingworktasksaredistributedandmanagedinanenterprise.It
involvesjobdesignandorganizationdesign.Gettingitrightisatallorder.
Ifpartneringistobecomehowthingsaredonearoundhereitmustbe
bakedintoeveryjob.Itmustbeincludedasadocumentedcriterioninevery
jobdescription.Partneringisbothajobinput(asetofbehavioral
characteristics)andajoboutput(products,services,andthepartnerships
andstrategicalliancesneededtoaccomplishtheorganizationspurpose).
Partnershiprelationshipmanagementrequiresinvestingmoney,time,and
energy.
StepOne.Thefirststepinbuildingapartnershiprelationshipmanagementplanistocreateagrounded,compellingstrategicframework.This
frameworkwillinterconnecttheetherealenergieswiththematerialoutputs,
creatinganinteractive,selfreinforcingsystem.Astrategicframeworkhas
threeprincipalcomponents.
(1)Vision.Thisdescribesthedesireddestinyoftheorganizationnotapoint
ortimelinebut,rather,anavigationalreferencepointguidingthebusiness
forthelonghaul.Itisashort,compellingdescriptionofavalueoutcome,a
visionthatreflectsthepassionoftheshareholdersanddefinesthemeaning
theygivetotheirenterprise.
(2)Mission.Thisstatementdescribeshowanorganizationwillachieveits
vision.Itidentifiesanentitysareaofexpertise.
(3)Strategicdirections.Astrategicdirectionspecifiesabroadareaof
organizationalfocus,thespecificthingstheentityneedstodooverthenext
twoorthreeyearstoachieveitsmission.Collectively,thestrategicdirections
defineatahighlevelhowtheorganizationintendstoallocateitsresources
(people,money,time,andtechnology).
StepTwo.Thenextstepistocreateapartneringculture.Thisisatwo
prongedtask.Itstartswithcreatingpartneringcapabilitiesinyour
organizationspeopleandcontinueswithbuildingapartnering
infrastructuretomakesuretheorganizationsstructureisalignedbothwith
itspartneringphilosophyandwithitspartneringprocesses.Businessesthat
embedsuchapartneringculturewithintheirorganizationswillhavethe
relationshipskillstheyneedbothintheirleadersandtheiremployeesto
weatherthestormswithoutfear.Thiscultureenablesanorganizationtobe
poisedtotakeadvantageofaneverchangingmarketplace.
2006PartnershipContinuum,Inc.AllRightsReserved.
www.partneringintelligence.com
Partnering
culture
springs
mainlyfrom
howleaders
behave.
Cultureby
evolution
happens
whenno
deliberate
thoughtor
designis
appliedtothe
configuration
ofan
organizations
culture.
Cultureby
design
happens
whenleaders
sitdownand
formulatea
partnering
cultureand
then
rigorously
communicate
andlivebyits
tenets.
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PartnershipRelationshipManagement:10Implementing aPlanforSuccess
StepThree.Thenextstepistochooseapartnerandbuildapartnershipthat
willenableyourorganizationtomoveto:
Collaborativecreativity Transformation Agility
Smart partners aim first at expediting
internal alliances among their diverse
functionsandsecondatextendingthesame
partnering expertise externally to force
mutually beneficial relationships with
customers,suppliers,andothercompanies.
Theabilitytopartnersuccessfullyresultsina
workplacewherepeoplewanttostayandto
whichtheywillcontributetheirbesttalents.
Themembersofapartneringcultureare
recognizedandrewardedfordisplayingthe
partneringbehaviorsthatdeliverresultsfor
everyoneinvolved.
Acquiring
the
Necessary
Expertise
for
PRM
Unfortunately, the stepsdescribed above are allunnatural acts.Therefore,
theactof transforminganorganization culture ismessyand complexand
requiresleaderstoexemplifytheirstrongestrelationshipabilities.Formany
businesses,thisisthepointatwhicheveryinstinctsignalspeopletohunker
downandgetbacktoachievingtasksattheexpenseoftherelationship.
Althoughthe
shorttermeffect
ofanimbalance
between
achievingtasks
andbuilding
relationships
mayseem
insignificantto
leaders,the
longterm
impactona
businesscanbe
deadly.
Partnership Continuum, Inc., through extensive research over nearly two
decades, developed aworkable system forbuilding effective partnerships
andimplementingpartnershiprelationshipmanagementplans.Weprovide
unique strategies focused on organization design and development,
leadershipdevelopment,andemployee learninganddevelopment.Wecan
help:
Createeffectivevision,missionandstrategicdirections Reconfigurejobdescriptionstoincorporatepartnering Ensureanorganizationsstructureisalignedwithitspartnering
philosophyanditspartneringprocesses
Teachyouhowtoidentifyandhirepeoplewithpartneringcompetenciesandhowtoincreaseyourpeoplespartnering
capabilities
Enableyoutoincreaseyourcomfortwithchange,yourabilitytotrust,yourcomfortwithinterdependence,andyourcomfortwith
selfdisclosureandfeedback, Enableyoutoincreaseyourwin/winorientation,forconflict
resolutionandproblemsolvinginacollaborativemannerthat
consistentlycreateswinnersallaround
StrengthentheleadershipskillsofyourkeypeopleWehaveawide rangeofservicesandproducts tosupport these strategies
andadeepexperienceandinsightstobringtoyouruniquesituation.
2006PartnershipContinuum,Inc.AllRightsReserved.
www.partneringintelligence.com
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2006PartnershipContinuum,Inc.AllRightsReserved.
www.partneringintelligence.com
AbouttheAuthorStephenM.Dent, founder ofPartnershipContinuum, Inc., is a pioneer in
Partnering Intelligence theory, research and application. His first book,
Partnering Intelligence: Creating Value for Your Business by Building Strong
Alliances(Davies
Black
publishing,
1999),
describes
how
Smart
Partners
build
effective internal and external business alliances that create sustainable
competitiveadvantage.Thisbookwas listedasoneof the top30business
books for the year 2000. His most recentbook is Powerhouse Partners:A
BlueprintforBuildingOrganizationalCultureforBreakawayResults(StephenM.
DentandJamesH.Krefft,DaviesBlackPublishing,2004). Hehasover20
years experience helping companies improve performance and operating
margins through strategy, quality, process and partnershipimprovement
methods. Prior to founding Partnership Continuum, Inc., Stephen was a
Partner and SeniorVP for Six SigmaQualtec,where hedelivered quality,
process improvement, and partnership workshops. He is a soughtafter
businessconsultantandkeynotespeaker.
AboutPartnershipContinuum,Inc.Inthetwentyfirstcentury,businessesthatdevelop,sustain,andprofitfrom
partnershipsfasterandbetterwillattainorganizationalsuccess.Atthecore
of any successfulbusiness are people.After all,businesses dont partner;
people do. Developing the Partnering Intelligence of people and
organizations iswhatwedo. PartnershipContinuum, Inc.mobilizes your
relationshipswithemployees,customers,suppliers,andevencompetitorsin
surprisingand rewardingways.Ouruniqueand innovativeprogramsand
products lead tohigherproductivity and stronger relationships enhancing
your partnering capability through building trust, positive exchanges,
respectfulinteractions,beneficialoutcomes,futurepotential,andleadershipexcellence.
Visit www.partneringintelligence.com for more information about our
corporateand leadership trainingprograms forPartnering Intelligence, the
Six Partnering Attributes, and a partnering culture or contact us at
612.375.0323 or [email protected] to discuss howwe can
impactyourorganizationseffectivenessinbuildingsmartalliances.
PartnershipRelationshipManagement:
Implementing aPlanforSuccess 11
http://www.partneringintelligence.com/mailto:[email protected]:[email protected]://www.partneringintelligence.com/