Box 1: Mechanisms by which managing partnering arrangements becomes a core,
institutionalised HR capability
1 Creating a suite of tools and processes: developing best practice guidelines, toolkits, detailed
checklists for analysis and negotiations, internal contracts, sample letters of intent, contracts, and
internal and external case examples.
2 Creating lean, expert units: establishing small corporate groups to take on the necessary
specialist support roles for partnerships, such as: internal consulting, training, structuring
of business arrangements, co-ordinating relationships across business units, and managing
partnerships from day to day.
3 Communications platforms: internal tracking of partnership activities through establishing
cross-organisation intranet sites, and open discussion about partnerships, including forums to
capture and share expertise and internal virtual networks.
4 Human resources policies to support partnership outcomes: including specific performance
measures devised for managers charged with negotiating, or for strategic units managing in these
partnerships.