1. © Tesseract Management Systems / Big Picture Support / 2006 - 1 PARTNERSHIP OBJECTIVE DEVELOPMENT The next set of slides can be used to help a two partner teams develop a shared set of objectives. They are followed by similar slides which look at aligning objectives between three partner groups. Both sets of slides are preceded by a SWOT slide which can be used to help identify issues that need to be addressed, and thereby influence objectives. Please do not attempt to use these slides as part of a presentation until you have read and fully understood the relevant sections of the website, and the appropriate case studies, you know how the slides work, and you are clear on the points you wish to draw out with them.

2. © Tesseract Management Systems / Big Picture Support / 2006 - 2 SWOT Syndicates In your syndicate (organisation) groups: Look through the SWOT forms that you have individually prepared for this workshop Discuss and agree the main points as perceived by your organisation under each section: S,W,O & T. Summarise these points onto the post-it notes that you have been given (different colours for each org.) using one post-it note for each point Stick your post-it notes into the relevant sections on the large chart Be prepared to present your conclusions to the rest of the group. You have thirty minutes for the syndicate and five to present back O WS T

3. © Tesseract Management Systems / Big Picture Support / 2006 - 3 PARTNER OBJECTIVES Syndicate In your partnership groups: Think through what your organisation needs out of the partnership to be successful, and write each agreed idea clearly and succinctly on the post-it notes provided – one idea per post-it, use a flipchart pen Use the SWOT analysis to feed your thinking where appropriate. Also consider your expectations with respect to:  Offerings;  Marketing;  Sales;  Implementation;  Service and Support You have 30 minutes to develop your post-its

4. © Tesseract Management Systems / Big Picture Support / 2006 - 4 OBJECTIVES Imposed objectives (practically non-negotiable): Expected objective areas (strawman for discussion) 'Partner 2''Partner 1' Utilisation Revenue Market reputation … # big (trophy) wins Predictability Board relationship … 'Partner 2''Partner 1' ? ?

5. © Tesseract Management Systems / Big Picture Support / 2006 - 5 PRESENTING OBJECTIVES P1 Objectives for Partnership LoValue to 'Partner 2'Hi LoValue to 'Partner 1'Hi P2 Objectives for Partnership

6. © Tesseract Management Systems / Big Picture Support / 2006 - 6 No-mans land RECONCILING OBJECTIVES: Two rules P1 Objectives for Partnership LoValue to 'Partner 2'Hi LoValue to 'Partner 1'Hi P2 Objectives for Partnership Shared Objectives for Partnership You can only move things up and down your axis You can only change or delete things solely within your quadrant or in ‘no-mans land’ Thresholds of adoption

7. © Tesseract Management Systems / Big Picture Support / 2006 - 7 No-mans land RECONCILING OBJECTIVES: Two rules Illustration – P2 moves horizontally only P1 Objectives for Partnership LoValue to 'Partner 2'Hi LoValue to 'Partner 1'Hi P2 Objectives for Partnership Shared Objectives for Partnership You can only move things up and down your axis You can only change or delete things solely within your quadrant or in ‘no-mans land’ X X X X

8. © Tesseract Management Systems / Big Picture Support / 2006 - 8 No-mans land RECONCILING OBJECTIVES: Two rules Illustration – P2 change lower post-its P1 Objectives for Partnership LoValue to 'Partner 2'Hi LoValue to 'Partner 1'Hi P2 Objectives for Partnership Shared Objectives for Partnership You can only move things up and down your axis You can only change or delete things solely within your quadrant or in ‘no-mans land’ X X X

9. © Tesseract Management Systems / Big Picture Support / 2006 - 9 No-mans land RECONCILING OBJECTIVES: What the final positions mean P1 Objectives for Partnership LoValue to 'Partner 2'Hi LoValue to 'Partner 1'Hi P2 Objectives for Partnership Shared Objectives for Partnership Objectives of shared value to P1/P2 which it will pursue as a team: Joint revenue; relationship enhancing; building for the future; market credibility… Objectives that are not seen as important enough for either partner to include in the relationship Objectives that make the benefits of the partnership more valuable to P2, but that it can/will pursue alone to its own advantage Objectives that make the benefits of the partnership more valuable to P1, but that it can/will pursue alone to its own advantage

10. © Tesseract Management Systems / Big Picture Support / 2006 - 10 THE AFFINITY DIAGRAM Defining the Objectives In silence: Move one post-it note at a time to create clumps of similar ideas or concepts (objectives that may be usefully considered together in one larger objective) You can move any post-it note, but if it is playing yo-yo, try to understand what the other person is trying to achieve, or identify another option Don’t be held to the patterns and groups you first see, but allow them to evolve Develop and split the groups so that they can be summarised as an objective (eg: “Ensure customer satisfaction”) rather than as categories No talking, physical violence, or using height advantage

11. © Tesseract Management Systems / Big Picture Support / 2006 - 11 SWOT Syndicates In your syndicate (organisation) groups: Look through the SWOT forms that you have individually prepared for this workshop Discuss and agree the main points as perceived by your organisation under each section: S,W,O & T. Summarise these points onto the post-it notes that you have been given (different colours for each org.) using one post-it note for each point Stick your post-it notes into the relevant sections on the large chart Be prepared to present your conclusions to the rest of the group. You have thirty minutes for the syndicate and five to present back O WS T

12. © Tesseract Management Systems / Big Picture Support / 2006 - 12 PARTNER PRESENTATIONS Each partner presents what they believe should be the objectives for the partnership/alliance Please do not engage in debate at this point, but simply listen and make note of any issues You will have the opportunity to discuss these issues in the next activity

13. © Tesseract Management Systems / Big Picture Support / 2006 - 13 RECONCILING OBJECTIVES You can only pull or push things across the boundaries of your circle 'Partner 3' 'Partner 2''Partner 1' You can only change or delete things solely within your circle or outside all circles X X

14. © Tesseract Management Systems / Big Picture Support / 2006 - 14 RECONCILING OBJECTIVES You can only pull or push things across the boundaries of your circle 'Partner 3' 'Partner 2''Partner 1' You can only change or delete things solely within your circle or outside all circles X X X X

15. © Tesseract Management Systems / Big Picture Support / 2006 - 15 RECONCILING OBJECTIVES You can only pull or push things across the boundaries of your circle 'Partner 3' 'Partner 2''Partner 1' You can only change or delete things solely within your circle or outside all circles

16. © Tesseract Management Systems / Big Picture Support / 2006 - 16 RECONCILING OBJECTIVES 'Partner 3' 'Partner 2''Partner 1' Do these shared objectives imply any dependencies or responsibilities on the part of any of the partners?

17. © Tesseract Management Systems / Big Picture Support / 2006 - 17 RECONCILING OBJECTIVES 'Partner 3' 'Partner 2''Partner 1' Does the SWOT analysis imply any others? O WS T