Partnering Maps#

Metadata#

• Name: partnering-maps
• Description: Relationship mapping for strategic decisions
• Triggers: partnerships, alliances, make-buy-partner, outsourcing decisions

Instructions#

Map relationship nature for each business activity to inform make-buy-partner decisions.

Framework#

Make-Buy-Partner Decision#

text

ACTIVITY
    │
    INTERNAL →
    ├── Do In-House
    │
    └── OR → Outsource to Partner

Relationship Spectrum#

Relationship TypeDefinitionWhen AppropriateFull IntegrationOwn entire processStable, high-volume operationsJoint VentureShared ownership, shared riskEntry to new marketsStrategic AlliancePartnership without ownershipCollaborative projectsLong-term ContractDedicated supplier/customerStable relationshipsTransactionalArm's-length market buyFlexible, low switching costDo-YourselfNo partnership neededFull control

Map Components#

For each activity, map:

• Activity: What are we doing?
• Partner Type: Who handles this?
• Nature: How is the relationship?
• Key Capabilities: What do they provide?
• Alternatives: Who else could do this?
• Strategic Importance: How critical is this activity?

Output Format#

text

## Partnering Map: [Business Unit/Function]

### Activity Analysis

| # | Activity | Current Approach | Partner Type | Importance | Alternatives |
|----|--------|------------------|------------------|------------------|
| 1 | [Activity 1] | In-house | [Type] | High | [List] |
| 2 | [Activity 2] | Outsource | [Type] | Medium | [List] |
| 3 | [Activity 3] | Partnership | [Type] | High | [List] |
| 4 | [Activity 4] | In-house | [Type] | Low | [List] |
| 5 | [Activity 5] | Transactional | [Type] | Medium | [List] |

---

### Relationship Matrix

| Partner | Duration | Dependency | Switching Cost | Strategic Fit |
|----------|--------------|--------------|---------------|-------------|
| [Partner A] | Long-term | High | Low | 🟢 |
| [Partner B] | Medium-term | Medium | Medium | 🟡 |
| [Partner C] | Short-term | Low | High | 🔴 |

---

### Strategic Decisions

**Activity 1: [Activity 1]**
- **Current Approach:** [Description]
- **Recommended:** [Keep/Change]
- **Rationale:** [Reason 1], [Reason 2]
- **Timeline:** [When]

**Activity 2: [Activity 2]**
- **Current Approach:** [Description]
- **Recommended:** [Keep/Change]
- **Rationale:** [Reason 1], [Reason 2]
- **Timeline:** [When]

---

### Capabilities Gap Analysis

| Capability | Internal | Available via Partner | Gap | Priority |
|------------|------------------|-------------------|-----------|
| [Capability 1] | Strong | Weak | Medium | Build internal |
| [Capability 2] | Weak | Weak | Low | Outsource |
| [Capability 3] | Strong | Weak | High | Develop |

---

### Risk Assessment

| Risk | Partner | Impact | Mitigation |
|------|---------|----------|-------------|------------|
| [Risk 1] | [Partner A] | High | [Action] |
| [Risk 2] | [Partner B] | Medium | [Action] |
| [Risk 3] | [Partner C] | Low | [Action] |

---

### Next Steps

| Step | Action | Owner | Deadline |
|------|--------|---------|----------|----------|
| 1 | [Action 1] | [Name] | [Date] |
| 2 | [Action 2] | [Name] | [Date] |
| 3 | [Action 3] | [Name] | [Date] |

---

### Governance

**Decision Authority:** [Who approves partnerships]
**Review Process:** [When to review partner relationships]

---

### Portfolio Strategy

**Partnership Philosophy:** [Integrated vs. Arm's-length]
**Balance:** [Strategic priorities across relationships]

**Relationship Types Breakdown:**
- Core strategic: [Count] - %
- Important but non-core: [Count] - %
- Transactional: [Count] - %

---

### Value Capture

| Relationship Type | Value Created | Cost | Net Benefit |
|-------------------|------------------|-------------------|-----------|
| In-house | $X M | $Y M | [Positive] |
| Outsource | $Z M | $W M | [Mixed] |
| Partnership | $A M | $B M | [Positive] |

**Total Value:** $X M

---

### Strategic Implications

**Supply Chain Resilience:**
- [Analysis of dependency on key partners]

**Innovation Pipeline:**
- [Partners contributing to new capabilities]

---

### Exit Criteria

| Relationship | When to Consider Exit | Triggers |
|--------------|----------------------|-----------|
| [Partner A] | [Condition 1] | [Trigger 1] |
| [Partner B] | [Condition 2] | [Trigger 2] |
| [Partner C] | [Condition 3] | [Trigger 3] |

---

### Monitoring

| Metric | Frequency | Owner | Status |
|--------|----------|----------|----------|
| Partner performance | Quarterly | [Name] | 🟢 On track |
| Cost of outsourced activities | Monthly | [Name] | 🟡 Needs attention |

## Tips

- Consider total cost of ownership, not just price
- Look for strategic synergies beyond cost savings
- Assess switching costs and relationship investment
- Don't underestimate cultural alignment and trust
- Plan for governance and conflict resolution
- Build multiple relationship types based on activity needs
- Review relationships regularly - market conditions change

## References

- Various strategic alliance and partnership frameworks
- Joint venture and strategic alliance literature
- Make-or-buy decision frameworks
- Supply chain management best practices