Realising the Potential

Cross sector partnering is being adopted around the world to solve tough complex challenges. Whether it is tackling global, national or local challenges, it is emerging as a viable business model and an effective way of achieving the innovative solutions we so desperately need.

IF WE ARE TO UNLOCK THE FULL POTENTIAL OF CROSS SECTOR PARTNERING WE NEED TO BUILD ORGANISATIONAL CAPABILITY AND BUILD IT FAST

But cross sector partnering is a process – it is a means to an end, not an end in itself, and we need to ensure that whenever we use this approach that it is grounded in reality.

In seeking maximum value from cross sector partnering initiatives, we need to assess how ready we are to partner. Have we the right skills, knowledge and understanding of how to partner effectively? And have we had the internal conversations about how we as an organisation may want to partner with others?

If we are to unlock the full potential of cross sector partnering, we need to build organisational capability and build it fast. The six attributes referred to in this paper are essential for any organisation to consider before entering a cross sector partnership with others.

Once partners decide to come together and explore partnering there are many factors that will influence how a partnering process delivers in a specific context. Below we share some key success factors that we believe need to be in place to maximise the potential from this approach.

Clarity of Purpose

All partners need to have a clear and agreed understanding as to why they are partnering and what they want to achieve. Without this clear, agreed purpose the partnering process will get pulled in many directions, can lose focus and drift with little result.

Strong Foundations

Building a partnership is no different to constructing a large building. You need to build and maintain a strong foundation that will form the basis for the partnering over the longer term. Setting in place the underlying principles and a foundation of trust will be crucial to achieving a high performing partnership.

Open Communication

There must be honest and open communication with no hidden agendas. There should be clear communication channels, ongoing communication processes and a common language agreed. Often partnering is undertaken in an ad hoc fashion where partners can be left with no clear pathway to navigate their way through the maze of complex relationships that can develop. To achieve high performance partnering it is essential to be proactive and design the partnering process to maximise outcomes.

The Right People

You need the right people from the right organisations that have knowledge and skills around cross sector partnering and are empowered to fully participate in discussions and decisions related to the partnering – they need ‘permission to partner’

Sufficient Buy In

Building and maintaining sufficient buy-in within each partner organisation is crucial to the sustainability of the partnering, especially as many partnering processes take place over considerable time and with many people coming and going from the process.

Adequate Resources

Equitable sharing arrangements should be developed to ensure the right level of human and financial resources are available to the partnership.

Realising the potential of any cross sector partnering initiative is not easy. But with a clear designed process together with the knowledge and skills to partner you will have the best chance to maximise your outcomes and solve the tough challenges you are facing.

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