REDESIGN IT. / PARTNER-BUSINESS ARCHITECTURE
Design the business
your strategy needs.
Your company knows what it wants to achieve. We redesign the partner business around that ambition - connecting the motions, partner roles, internal ownership, capabilities and investment required to deliver it.
Proposed engagement format. Scope, dates and fee confirmed in writing before work begins.
IS THIS THE RIGHT ENGAGEMENT?
The strategy has moved.
The model has not.
For technology-company Heads of Partnerships and executive sponsors who need the partner business to support a new level of ambition.
- The company is entering a new segment, geography or growth phase, but the partner model still reflects the old business.
- Partner tiers and benefits exist, yet they are not connected to the motions the strategy requires.
- Global, regional and specialist partners compete for attention without clear roles or investment logic.
- Sales, Marketing, Delivery and Partnerships are making different assumptions about how indirect business should work.
If the model is fundamentally sound and one known priority needs to move, Improve it is likely the better fit. If you first need evidence about what is actually happening, start with the Partner Business Review.
THE SCOPED PROJECT
One business model.
Connected end to end.
- One partner-business model or business unit. The boundary is agreed before discovery begins.
- Executive and operational discovery. Existing strategy, economics, partner portfolio, internal roles and relevant business evidence.
- Three design workshops. Make the central operating choices with the leaders who must support them.
- One operating blueprint. Connect ambition, motions, partner roles, ownership, capabilities and investment decisions.
- One 90-day roadmap. Sequence the first changes, decisions and owners without pretending the entire transformation happens in eight weeks.
The starting scope includes up to eight advisory days across the engagement. Additional business units, detailed programme documentation, implementation or change management are agreed separately.
HOW THE WORK MOVES
Start with ambition.
Design backwards.
AMBITION
Define what the business must contribute.
Translate company strategy into the growth, customer, market or delivery contribution expected from the partner business.
ARCHITECTURE
Make the operating choices.
Choose the business motions, partner roles, internal teaming, economics and capabilities required - and make the trade-offs explicit.
SEQUENCE
Turn the blueprint into the next 90 days.
Name the decisions, owners and dependencies that allow the organisation to begin changing the work without waiting for a perfect programme.
WHAT YOU RECEIVE
A model leaders can
decide and build from.
- A concise articulation of the partner business's required contribution to company strategy.
- A business-motion architecture and explicit roles for the partner types that matter.
- Internal ownership and decision rights across Partnerships, Sales, Marketing, Delivery and leadership.
- Capability, economics and investment implications, including the choices that remain unresolved.
- A 90-day roadmap with priorities, owners, decision dates and dependencies.
The blueprint is an executive operating design, not a catalogue of programme benefits or a finished implementation manual.
WHAT WE NEED FROM YOU
The right ambition.
The people who can decide.
An executive sponsor must be able to connect the work to company strategy and resolve cross-functional choices. The Head of Partnerships is typically the closest working counterpart.
Sales, Marketing, Delivery, Finance or regional leaders participate where their commitments are part of the model. We use existing strategy, partner, pipeline, delivery and investment material; no polished redesign brief is required.
The 6-8 week window assumes timely access to the relevant leaders and evidence. Confidential information is handled as agreed before it is shared.
BEFORE WE BEGIN
A defined design.
Not an endless transformation.
What happens in the first conversation?
We discuss the strategic change, where the current model no longer fits and whether the decisions can be contained in one useful scope. If it fits, you receive a written proposal.
Can we redesign the entire global programme?
Possibly, but not automatically within the starting scope. We define whether one business unit, region or company-wide model can be addressed responsibly before agreeing the fee and timetable.
Does the project include implementation?
No. The project produces the operating blueprint and 90-day roadmap. Implementation support, facilitation or change management can be scoped separately if useful.
Do you recruit or manage partners for us?
No. The work designs how your organisation creates business with partners. Partner recruitment, campaign delivery and outsourced partner management are not part of the engagement.
START WITH THE STRATEGY