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Partnerships between clients and consultants by Wendy Raikes
In this age of outsourcing, what is it that makes a partnership between an organisation and a provider of services work? Some large organisations have decided that they would be more profitable, productive, economic or efficient by asking external parties to provide a part of their internal management support work. In choosing a provider for that work there is often a focus on the substance of those services to be provided and their quality. In many cases, a tender is called where potential providers are evaluated based on criteria relating to the services. In our experience, there is one other aspect critical to the success of outsourcing - the relationship that needs to be developed between the client and the consultants or service providers. What makes partnerships successful Earlier this year, I sat down Greg Cheetham from the Australian Bureau of Statistics, to ponder just what it is that allows a ‘partnership’ in an outsourcing environment to work. Twyford Consulting and the ABS have worked together in a very successful partnering arrangement for more than two years and we thought other members of the Australian Human Resources Institute would be interested in our experiences. So what did we decide was important in this kind of partnership? The first, and obvious, component is establishing a clear framework on which to ‘hang’ the relationship. In our case, it meant having a defined process through which we could design, deliver and then evaluate the customised leadership development programs we had been commissioned to provide. But this is only part of the story. The real factors We thought the ‘real’ factors that lead to a successful relationship and successful outcomes were:
Clear communication is about taking time to sit down and discuss the real issues, why they are occurring and how they affect what is being attempted. It is not about glossing over difficulties or avoiding the problems. It is about being prepared to take risks to check out if your view is the same or different from your partner’s, and just where you differ. Feedback, when given constructively and honestly, can strengthen relationships. It’s a fundamental part of the communication cycle. The willingness to say, ‘hey, this worked but that didn’t because ....’ adds to the relationship. Honesty and frankness about the partnership objectives, the way partners work together and the outputs and outcomes is not always easy. However it is fundamental to successful long term partnering relationships. In a partnership, you are trying to do something that will serve both
your interests. Understanding the other party’s interests is as essential
as understanding your own. How will they judge success? What outcomes
are important to them? What do they value? A longer term perspective Part of understanding needs is to take a longer term and more strategic view. Together you can consider what you want to happen over the period of your relationship. Where are both the partners heading? What is it that will influence their directions? As an effective partnering relationship develops, you need to keep in mind your partner’s needs and outcomes, specifically what it is that you can do to help achieve theirs and what it is that they need to do to help achieve yours. Things we learnt
Essential Ingredients for a Purchaser
Essential Ingredients for a Service Provider
Twyford Consulting Newsletter December 2001
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