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Structures partnerships that change what the business can do — technology integrations, channel and reseller arrangements, joint ventures, and OEM relationships. Use this to evaluate or structure a st
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Structures partnerships that change what the business can do — technology integrations, channel and reseller arrangements, joint ventures, and OEM relationships. Use this to evaluate or structure a strategic partnership, decide between partnering and building, negotiate commercial terms of an alliance, or diagnose a partnership that is signed but not producing. For audience-borrowing partnerships, use `marketing:partnership-marketing`.
Structures partnerships that change what the business can do — technology integrations, channel and reseller arrangements, joint ventures, and OEM relationships. Use this to evaluate or structure a strategic partnership, decide between partnering and building, negotiate commercial terms of an alliance, or diagnose a partnership that is signed but not producing. For audience-borrowing partnerships, use `marketing:partnership-marketing`.
marketing:partnership-marketingDistinct from marketing partnerships. Those borrow an audience; these change what the business can do or where it can sell.
Partner when the capability is genuinely outside your core, the partner is materially better at it, and the arrangement can be unwound. Build when it is core, or when depending on someone else creates unacceptable exposure. Buy when you need control and speed and the thesis holds.
The question that decides it: what happens if this partner becomes a competitor, is acquired by one, or simply loses interest? If the answer is existential, do not partner — that is a build or buy decision wearing a cheaper price tag.
Partnerships fail on asymmetry of motivation more than on terms. Before structuring, establish what the partner gets, whether it is material to them, and who inside their organization is accountable for it.
A partnership that is strategically important to you and a rounding error to them will not be executed, whatever was signed. Being the small partner is workable — being the small and uninteresting partner is not.
Signed is not launched. Partnerships need a named owner on each side, a joint plan with dates, and a regular review that either side can bring problems to.
The characteristic failure: a signed agreement, a press release, and no operational plan. Six months later both sides believe the other did not deliver, and neither is wrong.
Enable the partner properly. Their team needs to know what to say and when to bring you in, and they will not learn it from the contract.
Almost always one of: no accountable owner on one side, misaligned incentives at the level of the people doing the work, a promised technical dependency that never shipped, or a partner whose strategy moved.
Say it plainly and early. Partnerships die quietly for a year before anyone admits it, and that year is the cost.