jeremy-131111071018-phpapp02.pdf

8/13/2019 jeremy-131111071018-phpapp02.pdf

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Learn the steps you

need to follow to masterthe most crucial skill inthe connected businessworld of today:

Creating aSuccessful

StrategicPartnership

Adapted from StrategicPartnering by Luc, Raphal,and Guillaume Bardin


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An average of 10.000 alliances are formed each year

worldwide. Entire industries depend on STRATEGICPARTNERSHIPS to operate, improve performance,

accelerate innovation and reduce costs. The benefits of

perfect partnerships are vast, and the costs and missed

opportunities of unsuccessful ones considerable.

Yet, strategic partnering today is a hit and miss process

that fails far more times than it succeeds. Studies report

that over 70% fail over time and less than 10% deliver tooriginal expectations.

As then BPs Group Chief Sales and Marketing Officer

and founder of its Strategic Accounts division which

he ran for over 10 years, Luc Bardin is one of the most

experienced and successful global strategic partnership

creators working today. In this book, he brings a fool-

proof 5-STAGE / 15-STEP SYSTEMwhich can be used tosucceed with any kind of partnerships in any industry or

government organization.

AdaptedfromStrategicPartneringbyLuc,Raphal,andGuillaumeBardin


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Filter candidates based on your pre-selected

factors such as existing relationships, size, strategic

relevance, or complexity.

Select a potential partnerby looking at the potential

strategic value to be had and the emotional and

cultural fit between the organizations.

Define a first-pass business caseto test how likely it

is that the expected value will materialize and what it

will take to reach the partnership destination.



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Select a Strategic Partnership Managerwho will lead the

nascent partnership and be the point of contact in your own

shop and between your organization and the target partner.

Manage the target as a strategic partnerso that your whole

organization learns of the new joint mission and behaves in

sync with the objective of the partnership.

Agree internally on the partnership strategyby articulating

the story of why the organizations should partner,

the potential value to be drawn from the alliance, the

cooperation plan and the key navigation milestones for the

partnership. Odd though it may seem, for it to be successful,

this step must be conducted without interacting formally

with your potential partner.



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Engage with the partnernow that all of your

background work is done. You can be confident going

forward because youve learned much about them,

understand and believe in the mutual value youll

generate and know to a great extent how you will

proceed.

Deepen your understandingof what aspects or

processes this partnership are most appealing to your

potential partner.

Jointly define and agreeon a strategic cooperation

framework, the step when both organizations will

declare being strategic partners.



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Syndicate the cooperationby formalizing the

arrangement and broadly informing internally and

externally.

Select the remainder of the teamso that the strategic

partnership has adequate levels of human capacity

and capability.

Set up the joint workstreamswith the active

involvement of the business areas most crucial to the

partnerships mission.



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Execute together,with the teams from both

organizations working closely together on the

workstreams set up earlier.

Deliver transformational value,the original

destination for the partnership which is strategically

important, at scale and cutting-edge to the partners.

A well ran strategic partnership will deliver

consistently much more value than expected.

Expand to new areas as new possibilities and

ambitions emerge from the established partnership

the mutual trust and track record.


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