Tuesday, January 14, 2014


www.partneringintelligence.comWhite PaperPartnership Relationship ManagementImplementing Plan for SuccessBy Stephen M. DentExecutive SummaryOrganizations are struggling to react quickly to ever-changing customer expectations and needs while struggling with the shifting needs of the market and financial swings . Struggling to outperform competitors today involves utilizing internal and external relationships that ensure highly effective business has the ability to support the mission and developing growth initiatives . Strategy connectivity to other people and entities are now essential for innovation and overall success . Businesses today need to deploy the connection that provides the resources they have at home and allow them to move quickly to make a profit .Doing business in the twenty-first century , therefore , need to form partnerships and strategic alliances - both internally and externally . Creating a partnership culture within your organization will encourage collaboration between the subcultures that exist . Creating a culture of partnership organization for the position increased four main benefits:• Openness• Creativity• Agility• ResilienceThis is the main benefit of enabling business transformation and thus have an impact on the bottom line .Intelligent partner won not only because of what they do , but even more important , than how they do it . They won from utilizing their connectivity and assess the development of relationship skills .Alliances and partnerships produce amazing results but only when information flows freely , people trust each other , and loyal to each other and successfully with them . Operation of a collaborative mind-set life forget about getting a big piece of cake requires interdependence does not come naturally to any organization .This paper discusses the characteristics of an effective partnership and presents a framework to implement a plan for success . It also provides Relational survey to help determine the state of health partnerships and deliver Assessment Partner Relationship Management , both as a tool to determine the starting point in the organization's relationship management .© 2006 Partnership Continuum , Inc. All Rights Reserved .www.partneringintelligence.comThe ability to recognize the strengths and weaknesses of acknowledging a cultural thing . The energy that drives the culture of the people who live and work within the structure of the relationship would predict success or failure .Partnership Relationship Management :Implementing Plan for Success1© 2006 Partnership Continuum , Inc. All Rights Reserved .www.partneringintelligence.comCharacteristics of Effective PartnershipsThe partnership is where two or more people must work together to achieve goals while building trust and mutually beneficial relationship . This means voluntarily agreed partnership , built on a desire to have a belief , and based on mutual agreed . Effective partnerships have the following characteristics :( 1 ) The Partnership entered into a voluntaryPartnership can not be forced . However , we often find ourselves in situations where we are " assigned " to the partner - for example , when we are assigned to a project or task force , joined the board of directors that is , working on a committee at school , or volunteer to help plan the picnic church . In this case , the relationship can be a true partnership only when all involved have set goals or tasks , have identified a mutually beneficial , and are committed to build trust .( 2 ) Partners consider themselves equal in power and accountabilityIn partnership , authority and title which means the delegation of tasks , decision making , and conflict resolution . The only factor that might make the perspective one takes precedence over the other partner that is greater knowledge or more experience . How roles and responsibilities are assigned depending on the demands of the situation and the specific competencies of the partners .( 3 ) Partners have equal access , and share openly , information and knowledgeIn partnership , the emphasis is always on duty or results where partners come together in the first place . To that end , all partners must have access to the same information .In a corporate setting , individuals often operate in accordance with the adage that " knowledge is power , " and they increase their power by hoarding information sharing bits and pieces off as needed . In partnership , however , is not focused on power partner . All partners are considered as the same information and hence are willing to share . This not only improves the function of the partnership , but also improves the quality of the results . Synergy and creativity results when people build information and ideas with each other( 4 ) All partners are considered equally valuable , though in different ways Partnership came together when the individual requires the contribution of others to complete a task or achieve a goal . By definition , each partner has something valuable to bring to the partnership , and something that is important to the quality of the results .Internal teams and departmentsTypical Partnership :Strategic AllianceJoint marketing partnershipUnion - management relationsMergers and acquisitionsmanagementThe organization 's executive leadership teamPartnership cross - functional / departmental organizationPublic - private partnershipsNon - profit / non-profit partnershipCommunity -based partnershipsPartnership Relationship Management :Implementing Plan for Success2Therefore , each partner is recognized for its value or contribution , and no one partner is seen as more important than others .( 5 ) Partners are looking for opportunities to find them wrongWhen all the partners are committed to excellence result , they want to continue to check that their perceptions , decisions , and actions will produce the best product or service . For that , they welcome suggestions on how to do something different and are actively looking for them . Partners do not want to be " right " or having the last word . They want to arrive at the best outcome or solution and are open to any and all information that will help them achieve it .( 6 ) Partners seek and support the success of othersPartner brings to the relationship view of abundance . An individual with a view abundant believe that there is enough of everything that is available in the world for everyone to get what he needs . People who have views that abound can find opportunities for others to succeed and be able to celebrate the success of others because they know it does not reduce their chances of being successful as well . People who view was one of the rare feeling that no matter what happens to other people take something from them . Therefore they can not promote or support the success of others because they covet for themselves. Such individuals have great difficulty working in partnership .In a world connected and integrated with the networks of information and knowledge , every person in the new economy has the potential to generate new ideas and come up with a better structure , process or system to design , manufacture , marketing , sale and distribution of goods and services .Although it may seem a partnership between faceless corporation , it is the people that create and manage partnerships . They must have the skill -a high Partnering Quotient - to create a successful business relationship . These skills include :• Openly express themselves and provide feedback information• Creating trust through actions and words• creatively solve problems and resolve conflicts• Welcoming change• Assessing the interdependence © 2006 Partnership Continuum , Inc. All Rights Reserved .www.partneringintelligence.comIf we are partners , we gain personal needs , professionals , and organizations we met - at a level that is not possible in a competitive environment , especially in the organizational culture that actively encourages violent behavior among leaders and employees .Partnership Relationship Management :Implementing Plan for Success3© 2006 Partnership Continuum , Inc. All Rights Reserved .www.partneringintelligence.comHere "low PQ " may doom the partnership failure characteristics :• Withholding information• Have a low confidence of others• Eager to win the conflict• Rely on past history for decision-making• Maintaining the status quo and resist change• Assess the independenceEach partnership is as unique as the people who shape it. Even so , there are certain characteristics that all successful partnerships have in common :• People in the partnership have a keen sense of self in that they understand their own strengths and weaknesses• They know what they want from the partnershipWhat Partnership Relationship Management ?Although the association says in its name , Customer Relationship Management ( CRM ) is not really concerned with the management of customer relationships , but rather , to manage the data on customer buying habits and preferences . Of course , a company in which one is a potential customer does not really care about the relationship with the customer . What is desirable is another of the customer's transaction . Thats the whole purpose of CRM : to generate another sale .Partner Relationship Management ( PRM ) , on the other hand , really is about relationships . Its about understanding the needs of one's business partners and satisfying those needs to the best of one's ability while building trust between the two sides . PRM , therefore , is much more complex than collecting data .An organization must learn to communicate with partners , using self-disclosure skills to articulate their needs . It must know the strategy of personal beliefs and then share them with a partner . Organizations must establish mutual agreements while working through the collaboration of conflict , its nature , causes .PRM also challenging people to change and focus on the future so that they continue to not think about the past glory and remain stagnant . It links a person or entity with which the future other - with a positive and exciting way .It is a goal that can be achieved in an effective partnership .Imagine utilizing the brilliance of your workforce .Imagine learning from each other .Imagine being a factory of innovation , change and new ideas and exciting products or services on a regular basis .Imagine having a workforce that is not only loyal but feels a sense of obligation to the organization's success .4Partnership Relationship Management :Implementing Plan for Success© 2006 Partnership Continuum , Inc. All Rights Reserved .www.partneringintelligence.comSpecify the Health State Partnership RelationsAre your internal and external partnership - healthy ? The following survey Relational and Partner Relationship Management Assessment 60 - Second will help you gather objective data about the current state of your partnership .Once the results have been computed , pull your team together , review the results , and invite feedback . Each question where the average score of three or less presents an issue that the team should discuss . Try to reach a conclusion about why the team did not do well in the region .Then look at the area where you're doing well . What do you do that makes you a success in that area ? How teams can use the knowledge gained from successful people to increase the area in which the team is not doing well ? Be sure to give yourself plenty of time to discuss each item . Finally , develop an action plan to improve the items that have a low value and celebrate your success !SURVEY RELATIONALHint : Think about the partnerships you're involved in , or the team that you're a member . Briefly reflect on your relationship . Then read each statement that follows . For each one , write down your personal assessment from 1 ( very bad ) to 5 ( very good ) in the empty space at the end .1 . How well do we build trust between us ? _____ 2 . How well do we solve the conflict between us ? _____ 3 . How well do we solve the problem using new techniques and creative ? _____ 4 . How well I can I meet a critical need in the partnership ? ____ 5 . How well do we share information between us ? _____ 6 . How well do we focus on events in the future vs. past mistakes ? _____ 7 . How well do we respect each others? _____ 8 . How well do we strengthen our vision with each other ? _____ 9 . How well do we monitor our relational expectations ? _____ 10 . How well do we rely on our partners to help us meet our goals ? _____ 11 . How well do we give each other constructive feedback ? _____ 12 . How well do we reach a decision that is really supported byall people ? _____ 13 . How well we cope with difficult issues ? _____ 14 . How well do we support each other outside of the partnership ? _____ 15 . How well do we celebrate our achievements as a team ? _____Partnership Relationship Management :Implementing Plan for Success5Cut and paste the survey into a document so you can print it and distribute it to members of a partnership or team .Survey work well if the information is collected anonymously . Protect the identity of respondents provide a safe zone for people who may not be comfortable openly expressing their concerns .© 2006 Partnership Continuum , Inc. All Rights Reserved .www.partneringintelligence.comDoes your organization have Relationship Management ( PRM ) solid Partner program in place ? To find out , take this assessment PRM 60 seconds . Simply answer each question Yes or NoPARTNER RELATIONSHIP MANAGEMENT ASSESSMENT 60 SECONDSAdapted from Partner Relationship Management Training . Partner Relationship Management Assessment © 2002 Partnership Continuum , Inc. All rights reserved .1 . Do you have jointly developed a strategic framework in place with your partner ( s ) ?2 . Are you documenting your needs based businesss strengths and weaknesses , and share with your partner ( s ) ?3 . Do you have a measurement system in place to document and keep track of your mutually beneficial partnership ?4 . Is documented relational expectations between you and your partner ( s ) ?5 . Do you have a partnership agreement developed jointly in addition to any contractual agreements that you may have ?6 . Is the sponsor of the alliance meets at least twice a year in face to face meetings to review progress and relevance of strategic alliances ?7 . Do you measure the relational component of the alliance along with the economic benefits ?8 . Do believe the formal indicators measured and reported on a regular basis in your alliance ?9 . Alliance implementation team has received formal training on building relationships ?10 . Is communication with and symbols alliance has been prominently displayed in public locations ?Add up your yes and no responses . If you have three or more there is no response , you do not have the PRM program in place .Find out more information on 10 aspects of PRM on the following page .Partnership Relationship Management :Implementing Plan for Success6© 2006 Partnership Continuum , Inc. All Rights Reserved .www.partneringintelligence.com1 . Do you have jointly developed a strategic framework in place with your partner ( s ) ? Have jointly developed a strategic framework is crucial for two reasons . First, it gives you and your partner with an opportunity to define and document a clear goal for your alliance . Second , establish joint ownership of the alliance . This is particularly important when an alliance was conceived by a couple who then invite other partners to join .2 . Are you documenting your needs based businesss strengths and weaknesses , and share with your partner ( s ) ? Having your needs , strengths , and weaknesses documented provides an opportunity for partners to get to understand you and your business better . It also gives your partner with information that can assist them in helping you meet your needs .3 . Do you have a measurement system in place to document and keep track of your mutually beneficial partnership ? Partners often fail to put in place a measurement system to document and track the benefits of partnership . When there is a perception that one partner benefits at the expense of others , hatred builds , which causes distrust . Documenting and tracking the benefits of the partnership to each partner not only helps measure whether the benefits are being achieved , also allowing imbalances to be identified - and repaired .4 . Is documented relational expectations between you and your partner ( s ) ? Its important that you document what is expected of all members of the partnership . Documenting such as behavioral norms play an important role in maintaining a culture of partnership . However , members of the partnership changed over time . As a member changes , the previous agreement , especially around the relational expectations , can get lost in the shuffle . The new members are entered into a partnership should be briefed on the culture of partnership so that they have a clear understanding of what is expected of them .5 . Do you have a partnership agreement developed jointly in addition to any contractual agreements that you may have ? Partnership contracts tend to define only the expected deliverables . Partnership agreement , on the other hand , lay out a strategic framework , behavioral expectations , roles and responsibilities , and tasks of the alliance - in other words , how the partners will interact with each other . Here's another way to think about this : A partnership agreement focuses primarily on the process , the contract , at the output .Partnership Relationship Management :Implementing Plan for Success7© 2006 Partnership Continuum , Inc. All Rights Reserved .www.partneringintelligence.com6 . Is the sponsor of the alliance meets at least twice a year in face to face meetings to review progress and relevance of strategic alliances ? For the alliance to succeed , leaders must engage actively partnering organizations . Absent leadership dooms alliance . What is important , therefore , an alliance which sponsors meet at least twice a year to discuss alliance issues and to plan future activities .7 . Do you measure the relational component of the alliance along with the economic benefits ? Most alliances do a good job of measuring their economic indicators - the additional revenue generated by the alliance , the alliance costs , the amount of time spent managing alliances , and function - related expenses . What alliance did not do as well is to measure the relational aspects of the alliance - the trust level , the frequency of communication , the use of creativity in problem solving , the ability to resolve conflicts , and so on . Relational aspect is as important to the overall success of your alliance as a monetary benefits . In fact , in alliance relationships ensure that the monetary benefits will follow .8 . Do believe the formal indicators measured and reported on a regular basis in your alliance ? Confidence is rarely monitored in the alliance , but the key to their success . People can do what they're measured . If trust is measured , the trust will occur .9 . Alliance implementation team has received formal training on building relationships ? Building alliances and partnerships are unnatural act for most of us . Educated , socialized , and rewarded in a way that strengthens our belief that we have to look out after # 1 - as our business behavior is too often portrayed . When push comes to shove , we return to this behavior because they feel comfortable and feel right . But they are not the behaviors that create successful partnerships .People must learn the skills to build successful partnerships . These skills are identified in the Partnership continuum Six Partnering Attributes : Self - Disclosure and Feedback , Win / Win Orientation , Ability Beliefs, Future Orientation , Comfort with Change , and comfort with interdependence . Formal training in these skills give people the tools they need to change old behaviors and build a healthy , long-lasting - alliances - and profitable .10 . Is communication with and symbols alliance has been prominently displayed in public locations ? Once the alliance has been established , you must communicate the importance to your organization . You communicate this message through communication with and by displaying symbols of alliance in a location where people can see them .Partnership Relationship Management :Implementing Plan for Success8Steps to Partnership Relationship ManagementThe organizational structure describes how accountability for results and the corresponding job tasks are distributed and managed in an enterprise . It involves the design of work and organizational design . Getting it right is a tall order .If the partnership is to be a " how things are done around here " it should be incorporated into every job . It should be included as criteria documented in each job description . Partnering is a work input ( a set of behavioral characteristics ) and work output ( products , services , and partnerships and strategic alliances necessary to achieve organizational goals ) .Management partnerships require investment of money , time , and energy .Step One . The first step in establishing a management plan for the partnership is to create a grounded , interesting strategic framework . This framework will interconnect with the subtle energy output of the material , creating a self-reinforcing system interactive . A strategic framework has three main components .( 1 ) Vision . It describes the desired fate of the timeline or organization - not the point , but rather to guide the navigation reference point for long-term business . This is a brief description , draw from the values ​​, the vision that reflects the spirit of the shareholders and define the meaning they give to their company .( 2 ) Mission . This statement describes how the organization will achieve its vision . It identifies the entity area of expertise .( 3 ) strategic direction . A strategic direction determines the broad field of organizational focus , specific things that the entity needs to do for two or three years ahead to achieve its mission . Collectively , determine the strategic direction at a high level how the organization intends to allocate its resources ( people , money , time , and technology ) .Step Two . The next step is to create a culture of partnership . It is a two-pronged task . It starts with creating a partnership on the ability of your organization and continue to build the infrastructure partnerships to ensure better organizational structure in line with the philosophy of partnership and the partnership process . Instilling a culture of business organizations such as partnerships in the relationship they will have the skills they need - both leaders and their employees to weather the storm without fear . This culture enables an organization to be ready to take advantage of the ever-changing market . © 2006 Partnership Continuum , Inc. All Rights Reserved .www.partneringintelligence.comPartnering eye culture especially of how leaders behave . Cultural evolution occurs when there is a deliberate thought or design applied to the configuration of organizational culture . Culture with a design that occurs when leaders sit down and formulate a strict culture of partnership and then communicate and live by these principles .Partnership Relationship Management :Implementing Plan for Success9Partnership Relationship Management :10Implementing Plan for SuccessStep Three . The next step is to choose a spouse and to build partnerships that will enable your organization to move to :• Collaborative creativity• Transformation• AgilityThe first smart partners aimed at accelerating internal alliances between diverse functionality and expertise both to expand the partnership to the same external force mutually beneficial relationships with customers , suppliers , and other companies .The ability to partner successfully produce a workplace where people want to live and where they will contribute their best talents . The members of the partnership culture is recognized and valued partner to display behaviors that deliver results for everyone involved .Acquire Skills Required for PRMUnfortunately , the steps described above are all unnatural acts . Therefore, the act of changing an organizational culture that is messy and complex and requires leaders to give an example of the relationship of their strongest abilities . For many businesses , this is the point where the signal every instinct to hunker down and get back to achieve the task - at the expense of the relationship .Although the short -term effects of an imbalance between the achievement of the task and build relationships may seem insignificant to the leaders , the long-term impact on the business can be deadly .Partnership Continuum , Inc. , through extensive research for almost two decades , developing a system that could be applied to build effective partnerships and implement a management plan partnerships . We provide a unique strategy that is focused on the design and organizational development , leadership development , and employee learning and development . We can help :• Creating the vision , mission and strategic direction of the effective• Set up job descriptions to include partner• Ensure that organizational structure in line with the philosophy of partnership and the partnership process• Teach you how to identify and hire people with partner competence and how to improve the ability of your people partnership• Allows you to increase your comfort with change , your ability to trust , comfort you with interdependence , and your comfort with self-disclosure and feedback ,• Allows you to increase your win / win orientation , conflict - resolution and collaborative problem solving that consistently creates winners all over• Strengthen the leadership skills of your key peopleWe have a variety of services and products to support the strategy and depth of experience and insight to bring to your unique situation . © 2006 Partnership Continuum , Inc. All Rights Reserved .www.partneringintelligence.com© 2006 Partnership Continuum , Inc. All Rights Reserved .www.partneringintelligence.comAbout the AuthorStephen M. Dent , founder of The Partnership Continuum , Inc. , is a pioneer in the 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 the Smart Partners to build effective business alliances internally and externally that create sustainable competitive advantage . This book was listed as one of 30 business books for 2000 . His most recent book is Powerhouse Partners : A Blueprint for Building Organizational Culture for Breakaway Results ( Stephen M. Dent and James H. Krefft , Davies - Black Publishing , 2004) . He has over 20 years experience helping companies improve performance through strategic and operational margins , quality , and process improvement methods partnerships . Prior to founding the Partnership Continuum , Inc. , Stephen was a Partner and Senior Vice President for Six Sigma - Qualtec , where he delivered the quality , process improvement , and partnership workshops . He is a business consultant and a sought-after keynote speaker .About the Partnership Continuum , Inc.In the twenty-first century , efforts to develop , maintain , and benefit from faster and partnerships will better achieve organizational success . At the core of any successful business is the people . After all , no business partner , people do . Partnering Intelligence Developing people and organizations is what we do . Partnership Continuum , Inc. mobilize your relationships with employees , customers , suppliers , and even competitors in a way that is surprising and rewarding . Unique and innovative programs and products resulting in higher productivity and a stronger relationship improves your ability to partner through building trust , exchange of positive , respectful interactions , favorable outcome , future potential , leadership and excellence .Visit www.partneringintelligence.com For more information about the programs our company and leadership training Partnering Intelligence , Six Partnering Attributes , and cultural partnerships or call us at 612.375.0323 or sdent@partneringintelligence.com to discuss how we can affect your organization effectiveness in building intelligent alliances .Partnership Relationship Management :Implementing Plan for Success11Google Translate for Business : Translator ToolkitWebsite TranslatorGlobal Global Market

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