| CASE 4 |
In order to set initial expectations and later conduct frequent evaluations of the cooperation with each of its partners, the medium-sized company Air-Tech has established a formal process for explaining and aligning expectations as well as doing follow-ups on the cooperation. These processes are as follows:
• Partnership start-up.
– Air-Tech and partner agree on five value parameters.
– Air-Tech and partner agree on the relative importance of the parameters (scale 1–5, where 5 is the highest).
• Partnership evaluation.
– Partner rates the value parameters (scale 1–5, 5 is highest).
– Air-Tech and partner discuss partnership on the basis of the rating.
– Air-Tech and partner agree on improvement actions.
Examples of value parameters: delivery time, price, flexibility, technical knowledge, ability to challenge and communication.
Air-Tech has developed a one-page Partnership Evaluation Form to document and store the results of the processes. The purpose is stated on the form: ‘To secure initial expectation setting between partners and frequent evaluation of partnership in order to maximize partners’ mutual benefit of the partnership.’ A contact person from both Air-Tech and the partner is assigned. The form records the date of expectation setting as well as the date of the partnership evaluation.
CASE ANALYSIS
By defining a formal process for expectation alignment and follow-up with its partners, Air-Tech acknowledges that to be successful in stakeholder management, it is important to be explicit about priorities when trade-offs are necessary. Keeping the price low and remaining flexible throughout the project may represent conflicting aims. Therefore it is important that the partners state what they value the most in a trade-off situation. By doing frequent follow-ups and asking each stakeholder to evaluate the degree of fulfillment on the chosen parameters, Air-Tech acknowledges that it is the stakeholder who is the ‘judge’ when it comes to assessing the project’s accomplishments as well as Air-Tech’s ability and willingness to do what has been agreed. Air-Tech on the other hand is supported by the fact that the partner can only choose five value parameters and that these are documented. This helps keep the project organization focused and on track in a situation characterized by many choices and the need for many decisions along the way. The requirement for an appointed contact person at Air-Tech as well as within the partner organization shows acknowledgement of the one point of contact concept.
Figure C4.1 Partnership Evaluation Form