The practice of working with organisations from different sectors is gaining momentum. Whether it be to make better use of resources, drive innovation or to solve tough intractable problems. But how we go about starting this process can have significant impacts on how sustainable the partnering will be and what it will deliver.
Have you ever been frustrated when trying to get a partnering initiative moving only to find that your partners are not able to make decisions or commit to anything. They act as if they are in a 'straitjacket' with no room to move on anything. In my experience this is not uncommon and can have major impacts on whether the partnering can actually deliver.
When visiting Townsville recently I participated in a Community Learning Day, which focussed on ‘Partnering and Collaboration in Todays World’. While the major part of the day session was imparting some greater knowledge and skills to participants, as part of this day we heard some great examples of local cross sector partnering in the region and shared some of the key learning’s from these initiatives.
Transformational'' change is becoming widely used and promoted as the new buzz phrase. Everywhere we look we see cities and communities wanting to 'transform' and have their economies revitalised or organisations trying to solve complex social and environmental issues through transformational change.
A recent strategic planning exercise with the Anangu Pitjantjatjarra Yankunytjatjara (APY) will set a new direction and momentum for this remote Aboriginal organisation. It will also build upon previous work to develop the APY as a strong partner who can work effectively with Federal and State Government, Not for Profits and Philanthropic organisations.
In looking back at the major change processes I have been involved in over the last 20 years one thing stands out as a key success factor – the need for champions who can provide the right style of leadership to advocate, catalyse and support change processes so they achieve real impact.