Café Conversations - The Partnering Initiative

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Transcript of Café Conversations - The Partnering Initiative

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Benefits

• Time/ resources• External advisory (although this couldbe covered by key members of theinitiative or government departments)

• Collective action will increase profile• Seen by the industry to be taking a leadershipposition• Helping members who may not wish to be in thespot light on these issues, to manage theirresponse.

•Financial cost of action (althoughdifferent approaches to minimise this e.g.collective funding)•Management time in negotiatingcollective outcomes

• Costs minimised as a result of collective action• No one member in the firing line- initiative canrespond on key issues• Increased awareness of how sustainability riskimpacts business•Protection of profits through mitigation ofreputational damage•Supply chain performance improvements(associated benefits could include e.g. increasedstaff productivity and reduced absenteeism)• Meet new requirements of OFR (i.e. non-Financial Risks)

FTO

Members

Costs Benefits

• Time/ resources• External advisory (although this couldbe covered by key members of theinitiative or government departments)

• Collective action will increase profile• Seen by the industry to be taking a leadershipposition• Helping members who may not wish to be in thespot light on these issues, to manage theirresponse.

•Financial cost of action (althoughdifferent approaches to minimise this e.g.collective funding)•Management time in negotiatingcollective outcomes

• Costs minimised as a result of collective action• No one member in the firing line- initiative canrespond on key issues• Increased awareness of how sustainability riskimpacts business•Protection of profits through mitigation ofreputational damage•Supply chain performance improvements(associated benefits could include e.g. increasedstaff productivity and reduced absenteeism)• Meet new requirements of OFR (i.e. non-Financial Risks)

FTO

Members

Costs

Driving

ForcesPartner

Incentives

Costs vs

Benefits

1.R

esea

rch

2. O

pt R

ev

3. Prioritisation

MSP Packaging

Driving

ForcesPartner

Incentives

Costs vs

Benefits

1.R

esea

rch

2. O

pt R

ev

3. Prioritisation

MSP

Driving

ForcesPartner

Incentives

Costs vs

Benefits

1.R

esea

rch

2. O

pt R

ev

3. Prioritisation

MSP Packaging

3. Costs vs

Benefits

1. Driving

Forces

2. Partner

incentives

Question that is

answered:

Question that is

answered:

Question that is

answered:

What are the key

external and

internal factors

that the partner

needs to

address?

What are the

partner ’s

underlying

interests for being

involved in the

partnership?

What are the

costs and benefits

for the partner to

be involved?

3. Costs vs

Benefits

1. Driving

Forces

2. Partner

incentives

Question that is

answered:

Question that is

answered:

Question that is

answered:

3. Costs vs

Benefits

1. Driving

Forces

2. Partner

incentives

Question that is

answered:

Question that is

answered:

Question that is

answered:

What are the key

external and

internal factors

that the partner

is addressing?

What are the

partner ’s

underlying

interests for being

involved in the

partnership?

What are the

costs and benefits

for the partner to

be involved?

4. Packaging

Question that

is answered:

How should all

these factors be

packaged to

present the

optimal case?

3. Costs vs

Benefits

1. Driving

Forces

2. Partner

incentives

Question that is

answered:

Question that is

answered:

Question that is

answered:

What are the key

external and

internal factors

that the partner

needs to

address?

What are the

partner ’s

underlying

interests for being

involved in the

partnership?

What are the

costs and benefits

for the partner to

be involved?

3. Costs vs

Benefits

1. Driving

Forces

2. Partner

incentives

Question that is

answered:

Question that is

answered:

Question that is

answered:

3. Costs vs

Benefits

1. Driving

Forces

2. Partner

incentives

Question that is

answered:

Question that is

answered:

Question that is

answered:

What are the key

external and

internal factors

that the partner

is addressing?

What are the

partner ’s

underlying

interests for being

involved in the

partnership?

What are the

costs and benefits

for the partner to

be involved?

4. Packaging

Question that

is answered:

How should all

these factors be

packaged to

present the

optimal case?

Multi- sector

Partnership

2. Options

review

1. Research

3. Prioritisation

Multi- sector

Partnership

2. Options

review

1. Research

3. Prioritisation

• How do the results from step 1 fit into each partnership motive?

• What other information/ evidence exists to support each partnership motive?

• How can the arguments for each partnership motive be strengthened to provide a more strategic/commercial focus?

• Have all the motives been captured?

• Can some of the options be combined?

• Which approach is likely to most appeal to the partner?

• How many motives should be addressed in the business case?

• Which motive has the best ‘fit’ with the partnership initiative?

• What are the costs in terms of financial, time- can estimates be made?

• What non-quantifiable costs and benefits exist? Can examples be used to provide evidence?

• How can the costs/ benefits be packaged to be clear? (e.g. in terms of costs to different stakeholders ofthe company such as staff, customers etc)

• What gaps exist in knowledge of costs/ benefits included?

• Can some of the costs/ benefits be separated?

• Should some of the costs/ benefits be combined?

• If there are too many costs, why is this? Does this suggest that a partnership with that firm should notbe pursued?

• Which are the greatest costs/ benefits that should be highlighted?

• How should these costs/ benefits be presented?

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*Trends: �= risk increasing; �= risk remains constant; �=risk decreasing