partners will need to arrive at an equitable arrangement.
Other risks to successful relationships include:
the challenge of shared decision-making processes
and loss of autonomy,
the time and energy commitment of key staff in
partnership building and project development,
the additional overheads involved in tracking,
reporting and evaluation requirements.
An organisation that recognizes the benefits of partnering
can overcome these risks by following the relationship
principles of equity, transparency and mutual benefit.
Like any other relationship, good technology partnerships
don’t happen overnight. It takes time – and senior
management commitment – to establish trust and
commitment, and to be confident of shared values.
Here’s how John Florenca, CEO of Omnitronics,
describes his organization’s partnering strategy:
“Omnitronics has always had a philosophy of building
long-term relationships. A key part of our business
strategy is to not only establish partnerships but to foster
these partnerships for the long run. Good partnerships
enable us to focus on what we do best while still
providing a full solution to our customers.
"By sharing our knowledge and our technologies, we can
better understand the needs of the marketplace and find
superior solutions to meet those needs.”