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 

Risk of conflict

Being pulled in two directions

Commercial sensibilities

In many consortia, two or more partners will have overlapping, if not explicitly conflicting, commercial interests. Often the potential for conflict can be controlled, especially if all partners are clear and open about what they hope to achieve. As the project progresses, however, the significance of the results and the potential for conflict may escalate. The symptoms are likely to include:

  • reluctance to show flexibility in supporting a change of direction
  • insistence on following a development path that is overtly advantageous to one partner
  • delivering sub-standard work in order to diminish the commercial potential of the project or an apparent eagerness to see the project fail.

All are potentially disastrous. Limiting the damage requires both a mechanism for spotting the symptoms early and a consortium agreement that is robust enough to quash the damaging behaviour.

Losing the support of the Commission

Risk of failure

Agreement over detail

Visible effort

Controlling enthusiasm