Part One - Overview

Introduction

Overview

What is meant by partnering?
How is Framework Programme Six different?
What are the responsibilities of a partner?
What are the major risks?
How do you set up an effective consortium?

Checklists

Finding Partners

Managing expectations

Making the commitment

Getting started

Sustainability

Final checklist

Last updated:
08/05/05
web-weaver:  neil@neilsandford.co.uk 

Your motivation for partnering

Access to critical background IPR and to missing skills

Critical mass

In some rare situations, a ‘lean’ consortium consisting of, say, one technology provider, one developer and one trial user, will be appropriate. Mostly, however, the challenges will dictate that a greater number of partners will be required.

Larger consortia are particularly appropriate where developers need to draw on the experience or requirements of users from a range of different sectors or markets, or in projects that are primarily concerned with the integration of several areas of knowledge.

The number of user-representatives within a consortium developing and promoting international standards is likely to be far higher than in a typical research project. Many high-quality technologies have failed because they lack industrial support or are marginalised because of a lack of widespread recognition. The critical issue for a standardisation project is likely to be whether the outcome of the work will be supported and adopted by the majority of major users.

Another common situation is where an academic research partner might wish to publish interim results from the project in one sector, for example, while the long-term plan is for commercialisation in a completely different sector. Having trial users from both sectors helps avoid conflict of interest.

The guideline in these and in other situations is that partners should have complementary rather than duplicated roles.

Enhanced credibility/capability

Access to markets

Spreading risk