In a couple of my posts I made reference to the term "partner". This term indicates a balance in relational power. A spouse is considered a partner, when dancing we are with a partner, and this has become a typical term used in business. As a previous employer, I had attempted to establish a corporate DNA which embodied this relationship. Creating partnerships with clients, vendors, and sub tier contractors.
But my greatest learning came through being an employee. Through transparent, and authentic counsel of several of my clients, coupled with exploring the psychological aspects associated with decision making, did something really penetrate my thick skull.
Regardless of your position or role within an organization, the two critical elements tied to any business operation are people and money. When looking at money from a sales perspective, their is an orchestrated courtship, where an unknown sum of money is going to be wrestled over. The number of parties wrestling over this pile has the objective of grabbing a hold of as much of the pile as possible. This bout, has an entire industry with a gigantic library of resources on how to manage this encounter.
When I think of the term Partner, I fall back to who is deriving benefit from the partnership? Is it truly mutual, or is the partnership conditional. With a tremendous amount of gratitude to Mr. Ralph Parson, a Senior Executive of one of the worlds largest construction firms, I was introduced to a Strategic Alliance. He assisted me in responding to a tremendous paradigm shift in all of my future business relationships.
The foundation of this transition was an acknowledgment of what I can and cannot change in the course of the business relationship. Also, recognize that the fight for who gets the bigger slice of the pie will be in the mindsets of clients based upon corporate management objectives. And, to clearly define, articulate, and demonstrate continued value. All of this is to achieve economic project parity.
Where Mr. Jack Welch of GE, really demonstrated the value of Six Sigma, to me the greater value was his forcing the organization to unrestrained dialogue, through its internal structure with the various management levels of their clients. This afforded GE clients to see, feel, touch and hear the value in which they were receiving. Of course this value had to be monetized, and it was.
In present day, when I hear the word partner, I try to bring definition as it pertains to the engagement. In client situations, we strive to demonstrate "total" value, and facilitate the Strategic Alliance focused on the core objectives, and needs of our client as they tie into our core competencies.
But my greatest learning came through being an employee. Through transparent, and authentic counsel of several of my clients, coupled with exploring the psychological aspects associated with decision making, did something really penetrate my thick skull.Regardless of your position or role within an organization, the two critical elements tied to any business operation are people and money. When looking at money from a sales perspective, their is an orchestrated courtship, where an unknown sum of money is going to be wrestled over. The number of parties wrestling over this pile has the objective of grabbing a hold of as much of the pile as possible. This bout, has an entire industry with a gigantic library of resources on how to manage this encounter.
When I think of the term Partner, I fall back to who is deriving benefit from the partnership? Is it truly mutual, or is the partnership conditional. With a tremendous amount of gratitude to Mr. Ralph Parson, a Senior Executive of one of the worlds largest construction firms, I was introduced to a Strategic Alliance. He assisted me in responding to a tremendous paradigm shift in all of my future business relationships.
The foundation of this transition was an acknowledgment of what I can and cannot change in the course of the business relationship. Also, recognize that the fight for who gets the bigger slice of the pie will be in the mindsets of clients based upon corporate management objectives. And, to clearly define, articulate, and demonstrate continued value. All of this is to achieve economic project parity.
Where Mr. Jack Welch of GE, really demonstrated the value of Six Sigma, to me the greater value was his forcing the organization to unrestrained dialogue, through its internal structure with the various management levels of their clients. This afforded GE clients to see, feel, touch and hear the value in which they were receiving. Of course this value had to be monetized, and it was.
In present day, when I hear the word partner, I try to bring definition as it pertains to the engagement. In client situations, we strive to demonstrate "total" value, and facilitate the Strategic Alliance focused on the core objectives, and needs of our client as they tie into our core competencies.
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