As you start this year with high expectations from existing or new partnering initiatives it can be challenging knowing where to begin. To give you a head start we have put together some tips for how you can get the most value from your partnering.
Many partners spend a lot of time and energy in reaching some form of Partnering Agreement, only to see it get little traction and fail to deliver over time. The initial energy and enthusiasm at the start of a partnering process that leads to some form of partnering agreement can soon dissipate and lead to disappointment.
There is an enormous amount of news, blog articles, research reporting and scholarly articles out in the world, right now, that explores and speaks to the potential of partnering. As part of the ongoing work at DIXON – collecting and sharing this knowledge for our stakeholders and alumni through the twitter feed and online library – I have been struck by how massive the partnering movement is.
I am one of those people who has had to learn to delegate – it doesn’t come naturally. Whether it be cooking an omelette or preparing a tax return, I must fight a pervasive and persistent inclination that if I want it done right I must do it myself. This is, of course, wrong. I cannot possibly have more skill in preparing my tax return than an accountant who knows the tax system inside out. Of course I could cook a better omelette than the excellent short order cook at the cafe up the road, but I would be depriving myself of valuable newspaper reading time by insisting I do it myself.
As a partnering initiative progresses it is inevitable that at some stage you may lose a key person from one of the partner organisations. So how do you manage this so that the partnership doesn’t go backwards?