What to retain and develop.
Which contributions fit your strategic objective, which could develop and what the evidence does not yet establish.
PARTNER BUSINESS REVIEW
Know what needs to change before you commit more.
You may already know where the business needs to go. What is less clear is whether your partner setup can get you there.
One question.
A usable recommendation.
We take one strategic question and work through what it requires from partners, what your current or proposed setup can deliver, and what needs to change.
The scope is linked to one business objective and bounded by an agreed market, business unit or area of partner business. It can involve several partner roles. It is not a partner-by-partner audit of an entire global portfolio.
WHAT YOU CAN DECIDE AFTERWARDS
A recommendation you can act on.
What to add or change.
Gaps in partner roles, commercial logic or internal support, with options and trade-offs rather than a list of partner names.
What to do first.
Priorities, dependencies and proposed ownership. What to test before committing more, and what needs a decision now.
ILLUSTRATIVE EXAMPLE - NOT A CLIENT CASE
Good delivery partners.
A different growth requirement.
THE OBJECTIVE
Win new customers.
The business needs stronger access to buyers in its target market.
THE EXISTING STRENGTH
Delivery works.
Current partners deliver projects well. That does not establish whether they can originate new business.
THE QUESTION TO EXAMINE
What can carry the next stage?
Which partners have the access, capability and commercial reason to win customers? What needs to change in sales collaboration and incentives?
A POSSIBLE RECOMMENDATION
Retain the delivery capability. Develop customer acquisition with suitable existing partners where the evidence supports it, and add different partners where it does not. Test the approach before expanding it.
THE WORK
From the question to the decision.
Agree the question.
Define the business objective, scope, inputs and decision-makers together.
Examine the evidence.
Review the agreed materials and stakeholder perspectives. Separate findings from assumptions and missing evidence.
Work through the recommendation.
A written decision brief and a decision session to examine the options, trade-offs and prioritised next moves.
Scope and practical details
What is included
Frame the decision
One 60-minute sponsor kickoff to agree the objective, scope, time horizon, inputs and participants.
Examine the evidence
Review of an agreed evidence pack, up to four stakeholder interviews, normally 45 minutes each, and up to three selected examples where useful. Partner interviews count within the four.
Make the recommendation
A written decision brief with an executive summary, supporting evidence, options, trade-offs and priorities. Missing evidence and assumptions remain explicit.
Work through the decision
One 90-minute session with the relevant decision-makers, followed by one consolidated factual-correction and clarification round. Comments are returned within five working days.
What I need from you
One accountable sponsor, the agreed materials and access to relevant stakeholders. We choose the evidence and participants for the question, not the other way round.
If partner evidence is unavailable, assumptions about partner motives and economics are identified as assumptions, not findings.
Clear boundaries
Implementation, interim leadership, recruitment, a complete programme redesign, detailed incentive schemes, data cleansing and a full corporate strategy are not included.
Broader work or onsite sessions require a separate agreement. There is no automatic follow-on engagement.
YOUR NEXT MOVE
What decision do you
need to make?
Tell me the question in front of you. We agree whether the Review is the right starting point before any engagement.
Scope your Review