Skill: linuszz/partnering-maps (version 1.0.0)

--- name: partnering-maps description: "Identify make-buy-partner relationships for key activities. Use for strategic alliances, outsourcing decisions, and supply chain optimization." --- # Partnering Maps ## Metadata - **Name**: partnering-maps - **Description**: Relationship mapping for strategic decisions - **Triggers**: partnerships, alliances, make-buy-partner, outsourcing decisions ## Instructions Map relationship nature for each business activity to inform make-buy-partner decisions. ## Framework ### Make-Buy-Partner Decision ``` ACTIVITY │ INTERNAL → ├── Do In-House │ └── OR → Outsource to Partner ``` ### Relationship Spectrum | Relationship Type | Definition | When Appropriate | |----------------|------------------|-------------------| | **Full Integration** | Own entire process | Stable, high-volume operations | | **Joint Venture** | Shared ownership, shared risk | Entry to new markets | | **Strategic Alliance** | Partnership without ownership | Collaborative projects | | **Long-term Contract** | Dedicated supplier/customer | Stable relationships | | **Transactional** | Arm's-length market buy | Flexible, low switching cost | | **Do-Yourself** | No partnership needed | Full control | ### Map Components For each activity, map: - **Activity**: What are we doing? - **Partner Type**: Who handles this? - **Nature**: How is the relationship? - **Key Capabilities**: What do they provide? - **Alternatives**: Who else could do this? - **Strategic Importance**: How critical is this activity? ## Output Format ``` ## Partnering Map: [Business Unit/Function] ### Activity Analysis | # | Activity | Current Approach | Partner Type | Importance | Alternatives | |----|--------|------------------|------------------|------------------| | 1 | [Activity 1] | In-house | [Type] | High | [List] | | 2 | [Activity 2] | Outsource | [Type] | Medium | [List] | | 3 | [Activity 3] | Partnership | [Type] | High | [List] | | 4 | [Activity 4] | In-house | [Type] | Low | [List] | | 5 | [Activity 5] | Transactional | [Type] | Medium | [List] | --- ### Relationship Matrix | Partner | Duration | Dependency | Switching Cost | Strategic Fit | |----------|--------------|--------------|---------------|-------------| | [Partner A] | Long-term | High | Low | 🟢 | | [Partner B] | Medium-term | Medium | Medium | 🟡 | | [Partner C] | Short-term | Low | High | 🔴 | --- ### Strategic Decisions **Activity 1: [Activity 1]** - **Current Approach:** [Description] - **Recommended:** [Keep/Change] - **Rationale:** [Reason 1], [Reason 2] - **Timeline:** [When] **Activity 2: [Activity 2]** - **Current Approach:** [Description] - **Recommended:** [Keep/Change] - **Rationale:** [Reason 1], [Reason 2] - **Timeline:** [When] --- ### Capabilities Gap Analysis | Capability | Internal | Available via Partner | Gap | Priority | |------------|------------------|-------------------|-----------| | [Capability 1] | Strong | Weak | Medium | Build internal | | [Capability 2] | Weak | Weak | Low | Outsource | | [Capability 3] | Strong | Weak | High | Develop | --- ### Risk Assessment | Risk | Partner | Impact | Mitigation | |------|---------|----------|-------------|------------| | [Risk 1] | [Partner A] | High | [Action] | | [Risk 2] | [Partner B] | Medium | [Action] | | [Risk 3] | [Partner C] | Low | [Action] | --- ### Next Steps | Step | Action | Owner | Deadline | |------|--------|---------|----------|----------| | 1 | [Action 1] | [Name] | [Date] | | 2 | [Action 2] | [Name] | [Date] | | 3 | [Action 3] | [Name] | [Date] | --- ### Governance **Decision Authority:** [Who approves partnerships] **Review Process:** [When to review partner relationships] --- ### Portfolio Strategy **Partnership Philosophy:** [Integrated vs. Arm's-length] **Balance:** [Strategic priorities across relationships] **Relationship Types Breakdown:** - Core strategic: [Count] - % - Important but non-core: [Count] - % - Transactional: [Count] - % --- ### Value Capture | Relationship Type | Value Created | Cost | Net Benefit | |-------------------|------------------|-------------------|-----------| | In-house | $X M | $Y M | [Positive] | | Outsource | $Z M | $W M | [Mixed] | | Partnership | $A M | $B M | [Positive] | **Total Value:** $X M --- ### Strategic Implications **Supply Chain Resilience:** - [Analysis of dependency on key partners] **Innovation Pipeline:** - [Partners contributing to new capabilities] --- ### Exit Criteria | Relationship | When to Consider Exit | Triggers | |--------------|----------------------|-----------| | [Partner A] | [Condition 1] | [Trigger 1] | | [Partner B] | [Condition 2] | [Trigger 2] | | [Partner C] | [Condition 3] | [Trigger 3] | --- ### Monitoring | Metric | Frequency | Owner | Status | |--------|----------|----------|----------| | Partner performance | Quarterly | [Name] | 🟢 On track | | Cost of outsourced activities | Monthly | [Name] | 🟡 Needs attention | ## Tips - Consider total cost of ownership, not just price - Look for strategic synergies beyond cost savings - Assess switching costs and relationship investment - Don't underestimate cultural alignment and trust - Plan for governance and conflict resolution - Build multiple relationship types based on activity needs - Review relationships regularly - market conditions change ## References - Various strategic alliance and partnership frameworks - Joint venture and strategic alliance literature - Make-or-buy decision frameworks - Supply chain management best practices


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