WhitePaper

PartnershipRelationship Management
ImplementingaPlanforSuccess

ByStephenM.Dent

2006PartnershipContinuum,Inc.AllRightsReserved. www.partneringintelligence.com

PartnershipRelationshipManagement: ImplementingaPlanforSuccess

ExecutiveSummary

Organizations are struggling to react quickly to everchanging customer expectations and needs while struggling with shifting market needs and financial swings. Striving to outmaneuver competitors these days involves capitalizing on highly effective internal and external relationships that ensurethebusinesshasthecapabilitiestosupportitsmissionandevolving growthinitiatives.Thestrategyofconnectivitytootherpeopleandentities is now crucial for innovation and overall success. Businesses today must propagate connections that provide resources they dont possess in house andenablethemtomovequicklytoprofit. Conductingbusinessinthetwentyfirstcentury,therefore,requiresforming partnershipsandstrategicalliancesbothinternallyandexternally.Creating a partnering culture in your organization will foster collaboration among existingsubcultures.Creatingapartneringculturepositionsanorganization toaccruefourchiefbenefits: Openness Creativity Agility Resiliency These chief benefits enable business transformation and thus impact the bottomline. Smart partners win not only because of what they do but, even more importantly, from how they do it. They win from leveraging their connectednessandfromvaluingthebuildingofrelationshipskills. Alliances and partnerships produce astonishing resultsbut only when informationflowsfreely,peopletrusteachother,andareloyaltoeachother andtheirmutualsuccess.Operatingfromsuchavibrantcollaborativemind set that forgets about getting the bigger slice of the pie requires interdependencethatdoesnotcomenaturallytoanyorganization. Thispaperdiscussesthecharacteristicsofeffectivepartnershiprelationships andpresentsanoutlineforimplementingaplanforsuccess.Italsoprovides a Relational Survey to help determine a partnerships state of health and provides a Partner Relationship Management Assessment, both as tools for determininganorganizationsstartingpointinrelationshipmanagement. 2006PartnershipContinuum,Inc.AllRightsReserved. www.partneringintelligence.com

Theabilityto recognize strengthsand acknowledge weaknessesisa culturalissue. Theenergiesa culturedrives fromthepeople wholiveand workwithinthe relationship structurewill foretellsuccess orfailure.

PartnershipRelationshipManagement: ImplementingaPlanforSuccess

CharacteristicsofEffectivePartnerships
A partnership is where two or more people need to work together to accomplish a goal while building trust and a mutually beneficial relationship.Thismeansthepartnershipisvoluntarilyagreedupon,builton thedesiretohavetrust,andbasedonagreeduponmutualbenefits.Effective partnershipshavethefollowingcharacteristics: (1)Partnershipsareenteredintovoluntarily Partnerships cannot be forced. However, we often find ourselves in situations where we areassigned to partnersforexample, when we are appointedtoaprojectortaskforce,joinanexistingboardofdirectors,work on a committee at a school, or volunteer to help plan the church picnic. In these cases, relationships can become true partnerships only when all involvedhavedefinedthegoalortask,haveidentifiedthemutualbenefits, andarecommittedtobuildingtrust. (2)Partnersperceivethemselvestobeequalinpowerandaccountability In a partnership, authority and title are meaningless in the delegation of tasks, decisionmaking, and conflictresolution. The only factors that might make one partners perspective take precedence over anothers are greater knowledgeormoreexperience.Howrolesandresponsibilitiesareassigned dependsonthedemandsofthesituationandtheparticularcompetenciesof thepartners. (3) Partners have equal access to, and openly share, information and knowledge In a partnership, the emphasis is always on the task or outcome for which thepartnerscametogetherinthefirstplace.Tothatend,allpartnersneedto haveaccesstothesameinformation. In corporate settings, individuals often operate according to the adage that knowledge is power, and they increase their power by hoarding information parceling out bits and pieces as needed. In a partnership, however, partners are not focused on power. All partners are perceived as equalandthereforewillinglyshareinformation.Thisnotonlyenhancesthe functioningofthepartnershipbutalsoincreasesthequalityoftheoutcome. Synergy and creativity result when people build upon one anothers informationandideas (4)Allpartnersareperceivedasequallyvaluable,albeitindifferentways Partnerships come together when individuals require the contribution of otherstoaccomplishataskorreachagoal.Bydefinition,everypartnerhas something of value to bring to the partnership, and that something is essentialtothequalityoftheoutcome. 2006PartnershipContinuum,Inc.AllRightsReserved. www.partneringintelligence.com

Typical Partnerships:
Strategic alliances Jointmarketing partnerships Union management relationships Mergersand acquisitions Boardof directors Organizational executive leadership teams Organizational crossfunctional /departmental partnerships Publicprivate partnerships Nonprofit/ forprofit partnerships Community based partnerships Internalteams and departments

PartnershipRelationshipManagement: ImplementingaPlanforSuccess

Therefore,everypartnerisacknowledgedforthevalueofhisorher contribution,andnoonepartnerisviewedasmoreimportantthanany other. (5)Partnerslookforopportunitiestodiscovertheyarewrong Whenallpartnersarecommittedtotheexcellenceoftheoutcome,theywant to continually check that their perceptions, decisions, and actions will producethebestproductorservice.Tothatend,theywelcomesuggestions abouthowtodothingsdifferentlyandactivelyseekthemout.Partnersdont want to be right or have the last word. They want to arrive at the best possible outcome or solution and are open to any and all information that willhelpthemachieveit. (6)Partnersseekoutandsupportsuccessforothers Partnersbringtoarelationshipanoutlookofabundance.Anindividualwith anabundantoutlookbelievesthatthereisenoughofeverythingavailablein theworldforeveryonetogetwhatheorsheneeds.Peoplewhopossessan abundant outlook can seek opportunities for others to succeed and can celebrate others successes because they know this does not detract from theiropportunitiestobesuccessfulaswell.Peoplewhoseoutlookisoneof scarcity feel that anything that goes to anyone else takes something from them.Theythereforeareunabletopromoteorsupportthesuccessofothers because they covet it for themselves. Such individuals have great difficulty workinginpartnerships. Inaworldthatisconnectedandintegratedbynetworksofinformationand knowledge, every person in the new economy holds the potential for generating new ideas and coming up with better structures, processes or systemsfordesigning,producing,marketing,sellinganddistributinggoods andservices. Althoughapartnershipmayappeartobebetweenfacelesscorporations,itis people who form and manage partnerships. They must have the skillsa highPartneringQuotienttocreateasuccessfulbusinessrelationship.These skillsinclude: Openlyselfdisclosinginformationandgivingfeedback Creatingtrustthroughactionsandwords Creativelyresolvingconflictsandsolvingproblems Welcomingchange Valuinginterdependence

Ifwepartner,we getourpersonal, professional,and organizational needsmetat levelsthatarenot possibleina competitive environment,let alonein organization culturesthat activelyencourage cutthroatbehavior amongleaders andemployees.

2006PartnershipContinuum,Inc.AllRightsReserved. www.partneringintelligence.com

PartnershipRelationshipManagement: ImplementingaPlanforSuccess

ThefollowinglowPQcharacteristicscandoomapartnershiptofailure: Withholdinginformation Havinglowtrustofothers Desiringtowinconflicts Relyingonpasthistoryfordecisionmaking Maintainingthestatusquoandresistingchange Valuingindependence

Eachpartnershipisasuniqueasthepeoplewhocompriseit.Evenso,there arecertaincharacteristicsthatallsuccessfulpartnershipshaveincommon: Thepeopleinthepartnershiphaveakeensenseofselfinthatthey understandtheirownstrengthsandweaknesses Theyknowwhattheywantoutofthepartnership

WhatisPartnershipRelationshipManagement?
Despite the word relationship in its name, Customer Relationship Management (CRM) is not really concerned with managing customer relationships but, rather, with managing data about a customers buying habits and preferences. Of course, a company where one is a potential customerdoesntreallycareaboutitsrelationshipwiththecustomer.What itwantsisanothertransactionfromthecustomer.Thatsthewholeobjective ofCRM:togenerateanothersale. PartnerRelationshipManagement(PRM),ontheotherhand,reallyisabout relationships. Its about understanding the needs of ones business partners and satisfying those needs to the best of ones ability while building trust between the two parties. PRM, therefore, is much more complex than collectingdata. An organization must learn to communicate with its partner, using self disclosure skills to articulate its needs. It must know its personal trust strategiesandthensharethosewiththepartner.Theorganizationmustbuild agreements that are mutually beneficial while working through the conflict thatcollaboration,byitsverynature,causes. PRMalsochallengespeopletochangeandfocusonthefuturesotheydont continually dwell on past glories and stay stagnant. It links one person or entitysfuturewiththatofanotherinapositiveandexcitingway. 2006PartnershipContinuum,Inc.AllRightsReserved. www.partneringintelligence.com

Imagine harnessingthe brillianceof yourworkforce. Imagine learningfrom eachother. Imaginebeing aninnovation factory,turning outnewand excitingideas andproductsor servicesona regularbasis. Imaginehaving aworkforcethat isnotjustloyal butfeelsasense ofdutytothe successofthe organization. Thesearethe goalsthatcan beachievedin aneffective partnership relationship.

PartnershipRelationshipManagement: ImplementingaPlanforSuccess

DeterminetheStateofHealthofPartnership Relationships
Are your partnershipsinternal and externalhealthy? The following Relational Survey and the 60Second Partner Relationship Management Assessmentwillhelpyoucollectobjectivedataonthecurrentstateofyour partnershiprelationships. Once the results have been tallied, pull your team together, review the results,andinvitefeedback.Anyquestioninwhichtheaveragescoreisthree or less presents an issue that the team should discuss. Try to reach conclusionsonwhytheteamdidntdowellinthatparticulararea. Thenlookattheareasinwhichyouredoingwell.Whatareyoudoingthat makes you successful in that area? How can the team use the knowledge gained from those successes to improve the areas in which the team is not doingaswell?Besuretogiveyourselvesplentyoftimetodiscusseachitem. Finally,developanactionplanforimprovingthoseitemsthathadlowscores andcelebrateyoursuccesses!
Thesurvey worksbestif theinformation isgathered anonymously. Protectingthe identityof respondents providesa safetyzonefor peoplewhomay notbe comfortable openly disclosingtheir concerns. Cutandpaste thesurveyinto adocumentso youcanprintit outand distributeitto themembersof your partnershipor team.

RELATIONALSURVEY
Instructions: Think about a partnership youre involved in, or a team of which youre a member. Briefly reflect on your relationship. Then read each of the statementsthatfollow.Foreach,writedownyourpersonalratingfrom1(notvery well)to5(verywell)intheblankspacesattheend. 1.Howwelldidwebuildtrustbetweenus?_____ 2.Howwelldidwesolveconflictsbetweenus?_____ 3.Howwelldidwesolveproblemsusingnewandcreativetechniques?_____ 4.HowwelldidIgetmyimportantneedsmetinthepartnership?____ 5.Howwelldidweshareinformationbetweenus?_____ 6.Howwelldidwefocusonfutureeventsvs.pastmistakes?_____ 7.Howwelldidwerespecteachotherstime?_____ 8.Howwelldidwereinforceourvisionwitheachother?_____ 9.Howwelldidwemonitorourrelationalexpectations?_____ 10.Howwelldidwerelyonourpartnerstohelpusmeetourobjectives?_____ 11.Howwelldidwegiveeachotherconstructivefeedback?_____ 12.Howwelldidwereachdecisionsthatweretrulysupportedby everyone?_____ 13.Howwelldidweaddressthehardissues?_____ 14.Howwelldidwesupporteachotheroutsideofthepartnership?_____ 15.Howwelldidwecelebrateouraccomplishmentsasateam?_____

2006PartnershipContinuum,Inc.AllRightsReserved. www.partneringintelligence.com

PartnershipRelationshipManagement: ImplementingaPlanforSuccess Does your organization have a solid Partner Relationship Management (PRM)programinplace?Tofindout,takethis60secondPRMassessment. SimplyanswereachquestionYesorNo.

60SECONDPARTNERRELATIONSHIP MANAGEMENTASSESSMENT
Adapted from Partner Relationship Management Training. Partner Relationship ManagementAssessment2002PartnershipContinuum,Inc.Allrightsreserved. 1. Do you have a jointly developed strategic framework in place with your partner(s)? 2.Haveyoudocumentedyourneedsbasedonyourbusinesssstrengthsand weaknessesandsharedthemwithyourpartner(s)? 3.Doyouhaveameasurementsysteminplacetodocumentandtrackyour partnershipsmutualbenefits? 4.Arerelationalexpectationsdocumentedbetweenyouandyourpartner(s)? 5.Doyouhaveajointlydevelopedpartnershipagreementinadditiontoany contractualagreementsyoumayhave? 6. Do the sponsors of the alliance meet at least twice a year in facetoface meetingstoreviewallianceprogressandstrategicrelevance? 7. Do you measure the relational components of the alliance along with its economicbenefits? 8.Istrustaformalindicatorthatismeasuredandregularlyreportedwithin youralliance? 9. Have the teams implementing the alliance received formal training on buildingrelationships? 10.Havejointcommunicationsandsymbolsofthealliancebeenprominently displayedinpubliclocations? Add up your yes and no responses. If you have three or more no responses,youdonothaveaPRMprograminplace. Find out more information about these 10 PRM aspects on the following page. 2006PartnershipContinuum,Inc.AllRightsReserved. www.partneringintelligence.com

PartnershipRelationshipManagement: ImplementingaPlanforSuccess

1.Doyouhaveajointlydevelopedstrategicframeworkinplacewithyour partner(s)?Havingajointlydevelopedstrategicframeworkisimportantfor tworeasons.First,itprovidesyouandyourpartnerswithanopportunityto defineanddocumentaclearpurposeforyouralliance.Second,itbuildsjoint ownershipofthealliance.Thisisespeciallyimportantwhenanalliancewas conceivedbyonepartnerwhotheninvitedtheotherpartnertojoin. 2. Have you documented your needs based on your businesss strengths andweaknessesandsharedthemwithyourpartner(s)?Havingyourneeds, strengths, and weaknesses documented provides an opportunity for your partnerstogettounderstandyouandyourbusinessbetter.Italsoprovides your partners with information that can assist them in helping you meet yourneeds. 3.Doyouhaveameasurementsysteminplacetodocumentandtrackyour partnerships mutual benefits? Partners often fail to put into place a measurementsystemtodocumentandtrackthepartnershipsbenefits.When thereisaperceptionthatonepartnerisgainingbenefitsattheexpenseofthe others, resentment builds, which leads to mistrust. Documenting and tracking the partnerships benefits to each partner not only helps measure whether those benefits are being achieved, it also enables imbalances to be identifiedandrectified. 4. Are relational expectations documented between you and your partner(s)? Its important that you document what is expected of all membersofthepartnership.Documentingsuchnormsofbehaviorplaysan essentialroleinmaintainingthepartnershipsculture.However,membersof a partnership change over time. As members change, previous agreements, especially around relational expectations, can get lost in the shuffle. New members coming into the partnership must be briefed on the partnerships culturesotheyhaveaclearunderstandingofwhatisexpectedofthem. 5. Do you have a jointly developed partnership agreement in addition to any contractual agreements you may have? Partnership contracts tend to define only expected deliverables. Partnership agreements, on the other hand, lay out the strategic framework, behavioral expectations, roles and responsibilities, and tasks of the alliancein other words, how the partners aregoingtointeractwitheachother.Heresanotherwayofthinkingaboutit: Apartnershipagreementfocusesmainlyonprocess;acontract,onoutput.

2006PartnershipContinuum,Inc.AllRightsReserved. www.partneringintelligence.com

PartnershipRelationshipManagement: ImplementingaPlanforSuccess

6.Dothesponsorsofthealliancemeetatleasttwiceayearinfacetoface meetingstoreviewallianceprogressandstrategicrelevance?Foralliances to succeed, the leaders of the partnering organizations need to be actively involved. Absent leadership dooms alliances. Its critical, therefore, that alliancesponsorsmeetatleasttwiceayeartodiscussallianceissuesandto planforfutureactivities. 7.Doyoumeasuretherelationalcomponentsofthealliancealongwithits economic benefits? Most alliances do a good job of measuring their economic indicatorsthe additional revenue generated by the alliance, the alliancesexpenses,theamountoftimespentonmanagingthealliance,and othercostrelatedfunctions.Whatalliancesdontdoaswellistomeasurethe relationalaspectsofthealliancelevelsoftrust,frequencyofcommunication, use of creativity in problemsolving, ability to resolve conflicts, and so on. Therelationalaspectsareasimportanttotheoverallsuccessofyouralliance asitsmonetarybenefits.Infact,goodrelationswithintheallianceensurethat themonetarybenefitswillfollow. 8.Istrustaformalindicatorthatismeasuredandregularlyreportedwithin youralliance?Trustisrarelymonitoredinalliances,andyetitskeytotheir success. People do what theyre measured to do. If trust is measured, trust willhappen. 9. Have the teams implementing the alliance received formal training on building relationships? Alliance and partnership building is an unnatural act for most of us. Were educated, socialized, and rewarded in ways that reinforceourbeliefthatwemustlookoutafter#1asourbusinessbehaviors all too often illustrate. When push comes to shove, we revert back to these behaviorsbecausetheyarecomfortableandfeelright.Buttheyarenotthe behaviorsthatmakepartnershipssuccessful. Peoplemustlearntheskillstobuildsuccessfulpartnerships.Theseskillsare those identified in Partnership Continuums Six Partnering Attributes: Self Disclosure and Feedback, Win/Win Orientation, Ability to Trust, Future Orientation, Comfort with Change, and Comfort with Interdependence. Formaltrainingintheseskillsgivespeoplethetoolstheyneedtochangeold behaviorsandtobuildhealthy,longlastingandprofitablealliances. 10. Have joint communications and symbols of the alliance been prominently displayed in public locations? After the alliance has been established,youmustcommunicateitsimportancetoyourorganization.You communicatethismessagethroughjointcommunicationsandbydisplaying symbolsoftheallianceinlocationswherepeoplecanseethem.

2006PartnershipContinuum,Inc.AllRightsReserved. www.partneringintelligence.com

PartnershipRelationshipManagement: ImplementingaPlanforSuccess

TheStepstoPartnershipRelationshipManagement
Anorganizationsstructuredescribeshowaccountabilityforresultsand correspondingworktasksaredistributedandmanagedinanenterprise.It involvesjobdesignandorganizationdesign.Gettingitrightisatallorder. Ifpartneringistobecomehowthingsaredonearoundhereitmustbe bakedintoeveryjob.Itmustbeincludedasadocumentedcriterioninevery jobdescription.Partneringisbothajobinput(asetofbehavioral characteristics)andajoboutput(products,services,andthepartnerships andstrategicalliancesneededtoaccomplishtheorganizationspurpose). Partnershiprelationshipmanagementrequiresinvestingmoney,time,and energy. StepOne.Thefirststepinbuildingapartnershiprelationshipmanagement planistocreateagrounded,compellingstrategicframework.This frameworkwillinterconnecttheetherealenergieswiththematerialoutputs, creatinganinteractive,selfreinforcingsystem.Astrategicframeworkhas threeprincipalcomponents. (1)Vision.Thisdescribesthedesireddestinyoftheorganizationnotapoint ortimelinebut,rather,anavigationalreferencepointguidingthebusiness forthelonghaul.Itisashort,compellingdescriptionofavalueoutcome,a visionthatreflectsthepassionoftheshareholdersanddefinesthemeaning theygivetotheirenterprise. (2)Mission.Thisstatementdescribeshowanorganizationwillachieveits vision.Itidentifiesanentitysareaofexpertise. (3)Strategicdirections.Astrategicdirectionspecifiesabroadareaof organizationalfocus,thespecificthingstheentityneedstodooverthenext twoorthreeyearstoachieveitsmission.Collectively,thestrategicdirections defineatahighlevelhowtheorganizationintendstoallocateitsresources (people,money,time,andtechnology). StepTwo.Thenextstepistocreateapartneringculture.Thisisatwo prongedtask.Itstartswithcreatingpartneringcapabilitiesinyour organizationspeopleandcontinueswithbuildingapartnering infrastructuretomakesuretheorganizationsstructureisalignedbothwith itspartneringphilosophyandwithitspartneringprocesses.Businessesthat embedsuchapartneringculturewithintheirorganizationswillhavethe relationshipskillstheyneedbothintheirleadersandtheiremployeesto weatherthestormswithoutfear.Thiscultureenablesanorganizationtobe poisedtotakeadvantageofaneverchangingmarketplace. 2006PartnershipContinuum,Inc.AllRightsReserved. www.partneringintelligence.com

Partnering culture springs mainlyfrom howleaders behave. Cultureby evolution happens whenno deliberate thoughtor designis appliedtothe configuration ofan organizations culture. Cultureby design happens whenleaders sitdownand formulatea partnering cultureand then rigorously communicate andlivebyits tenets.

PartnershipRelationshipManagement: ImplementingaPlanforSuccess

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StepThree.Thenextstepistochooseapartnerandbuildapartnershipthat willenableyourorganizationtomoveto: Collaborativecreativity Transformation Agility Smart partners aim first at expediting Theabilitytopartnersuccessfullyresultsina internal alliances among their diverse workplacewherepeoplewanttostayandto functionsandsecondatextendingthesame whichtheywillcontributetheirbesttalents. partnering expertise externally to force Themembersofapartneringcultureare mutually beneficial relationships with recognizedandrewardedfordisplayingthe customers,suppliers,andothercompanies. partneringbehaviorsthatdeliverresultsfor everyoneinvolved.

AcquiringtheNecessaryExpertiseforPRM
Unfortunately, the steps described above are all unnatural acts. Therefore, the act of transforming an organization culture is messy and complex and requiresleaderstoexemplifytheirstrongestrelationshipabilities.Formany businesses,thisisthepointatwhicheveryinstinctsignalspeopletohunker downandgetbacktoachievingtasksattheexpenseoftherelationship. Partnership Continuum, Inc., through extensive research over nearly two decades, developed a workable system for building effective partnerships andimplementingpartnershiprelationshipmanagementplans.Weprovide unique strategies focused on organization design and development, leadership development, and employee learning and development. We can help: Createeffectivevision,missionandstrategicdirections Reconfigurejobdescriptionstoincorporatepartnering Ensureanorganizationsstructureisalignedwithitspartnering philosophyanditspartneringprocesses Teachyouhowtoidentifyandhirepeoplewithpartnering competenciesandhowtoincreaseyourpeoplespartnering capabilities Enableyoutoincreaseyourcomfortwithchange,yourabilityto trust,yourcomfortwithinterdependence,andyourcomfortwith selfdisclosureandfeedback, Enableyoutoincreaseyourwin/winorientation,forconflict resolutionandproblemsolvinginacollaborativemannerthat consistentlycreateswinnersallaround Strengthentheleadershipskillsofyourkeypeople We have a wide range of services and products to support these strategies andadeepexperienceandinsightstobringtoyouruniquesituation. 2006PartnershipContinuum,Inc.AllRightsReserved. www.partneringintelligence.com
Althoughthe shorttermeffect ofanimbalance between achievingtasks andbuilding relationships mayseem insignificantto leaders,the longterm impactona businesscanbe deadly.

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AbouttheAuthor
Stephen M. Dent, founder of Partnership Continuum, Inc., is a pioneer in Partnering Intelligence theory, research and application. His first book, Partnering Intelligence: Creating Value for Your Business by Building Strong Alliances(DaviesBlackpublishing,1999),describeshowSmartPartnersbuild effective internal and external business alliances that create sustainable competitive advantage. This book was listed as one of the top 30 business books for the year 2000. His most recent book is Powerhouse Partners: A BlueprintforBuildingOrganizationalCultureforBreakawayResults(StephenM. Dent and James H. Krefft, DaviesBlack Publishing, 2004). He has over 20 years experience helping companies improve performance and operating margins through strategy, quality, process and partnershipimprovement methods. Prior to founding Partnership Continuum, Inc., Stephen was a Partner and Senior VP for Six SigmaQualtec, where he delivered quality, process improvement, and partnership workshops. He is a soughtafter businessconsultantandkeynotespeaker.

AboutPartnershipContinuum,Inc.
Inthetwentyfirstcentury,businessesthatdevelop,sustain,andprofitfrom partnershipsfasterandbetterwillattainorganizationalsuccess.Atthecore of any successful business are people. After all, businesses dont partner; people do. Developing the Partnering Intelligence of people and organizations is what we do. Partnership Continuum, Inc. mobilizes your relationshipswithemployees,customers,suppliers,andevencompetitorsin surprising and rewarding ways. Our unique and innovative programs and products lead to higher productivity and stronger relationships enhancing your partnering capability through building trust, positive exchanges, respectfulinteractions,beneficialoutcomes,futurepotential,andleadership excellence. Visit www.partneringintelligence.com for more information about our corporate and leadership training programs for Partnering Intelligence, the Six Partnering Attributes, and a partnering culture or contact us at 612.375.0323 or sdent@partneringintelligence.com to discuss how we can impactyourorganizationseffectivenessinbuildingsmartalliances.

2006PartnershipContinuum,Inc.AllRightsReserved. www.partneringintelligence.com