Write the value thesis before choosing the partner
Describe what the collaboration could achieve that either organisation would struggle to do alone. Identify the customer or operational problem, the contribution each partner makes and the assumptions that must hold. A recognisable name or a promising introduction is not enough to establish a sound partnership rationale.
Examine fit beyond the initial opportunity
Discuss capacity, incentives, working practices and decision authority. A partner may offer complementary capabilities but operate on a timetable your team cannot support. Ask how information will be shared and who owns the customer relationship. Use appropriate professional review for commercial, legal or data-sharing terms rather than leaving them to informal understanding.
Agree governance in practical terms
Name the people responsible for delivery, escalation and decisions. Set a meeting rhythm proportionate to the work. Define what progress means and what evidence will be reviewed. A partnership needs a way to discuss changing priorities and missed commitments without every issue becoming a dispute over the original agreement.
Review value and relationship health together
Track whether the intended activity and benefits are materialising, while also examining handovers, responsiveness and unresolved concerns. A positive working relationship can still lack a viable business case; attractive results can also conceal an unstable operating arrangement. Review both so the team can adapt, expand or conclude the collaboration responsibly.
Worked example: A referral arrangement needs operating detail
Two fictional service businesses want to refer relevant enquiries to one another. Before launching, they agree which enquiries fit, what customer permission is needed, who responds and how progress is reviewed. This makes the collaboration testable. The arrangement is more than a promise to “support each other”, and its performance can be discussed without guessing who was responsible.
Put it into practice
- Define the value each partner contributes.
- Test capacity and incentive assumptions.
- Agree ownership and escalation.
- Review the business case and working relationship.