Business Core · Partners · Module

Partner selection

Deciding who to work with, and on what basis. Most partnership failures are selection failures that management could not fix afterwards.

The idea

How it works

Partnerships are usually selected on availability and enthusiasm, which are the two qualities least predictive of how they perform. Capability and incentive alignment predict much better and are harder to assess.

The question worth asking early is what the partner gets from the arrangement working well. If the honest answer is “not much once the contract is signed”, no governance structure will compensate.

Working with it

In practice

  1. 01

    Define what the partnership is for

    A capability you lack, a market you cannot reach, a cost you cannot carry alone. If it is none of these, the case is weaker than it looks.

  2. 02

    Check incentive alignment

    What does the partner gain from your success specifically, rather than from the contract existing?

  3. 03

    Assess capability against the actual work

    Reference calls about a different kind of engagement tell you very little.

  4. 04

    Consider the alternative honestly

    Building, buying or doing without. Partnering is a choice, and often the one taken by default.

One level in

The components of partner selection

A component is something that exists afterwards which did not exist before — a deliverable or a mechanism, not an intention.

  1. The partnership case

    What the partnership is for, and why it beats building or buying.

    Learn
  2. The selection criteria

    What is being assessed, weighted before the candidates are known.

    Learn
  3. The due diligence record

    What was checked — capability, financial position, references on comparable work.

    Learn

Ask what the partner gains from your success specifically. If the honest answer is “not much”, governance will not fix it.