Last night was our annual holiday party and for the first time we expanded our party beyond our team. We didn’t bring in clients, but we brought in our close partners. Looking back now, I think this was long overdue because so much of our success has been directly attributable to our partners. Sure we have great people and I know that on our own we bring great value to our clients, but by having a rich partner ecosystem we are able to bring our clients unique value. We are staffed to handle the majority of our clients needs and our staff reflects specific capabilities and expertise that drive results for those clients. For the rest of their needs we could either stretch our existing staff and hope we do a good enough job, tell the client to find someone else to handle this need, or like we have, find and partner with companies that make it their job to handle those specific niche areas. I know what I would prefer as a client and I know that my clients over the years have been extraordinarily happy with the results they’ve gotten from this type of arrangement. For us having close partners we can depend on, know, and trust, means seamless execution for the client and the ability to take on and execute on more comprehensive projects without having to move outside of our area of expertise. For our partners, this means having someone that they can count on to bring them in at the appropriate time to perform well and execute and finally, for the client they get a turn key solution that brings the highest level of expertise and execution to every aspect of their project.
This is worthy of a post because I think that by leveraging a partner network to deliver for clients, you are essentially extending modular solution design back into sourcing and staffing. This isn’t anything new. In fact, if you look at supply chains for retailers and other global commerce, this concept is how we are able to deliver products that are designed, sourced, marketed, built, and delivered globally at what is an incredibly low cost if you look at the complexity of the delivery system. Individual components of this global supply chain have developed capability and executed in order to win their place in delivering end value that becomes the bikes and boxes under Christmas trees around this time of year. By delivering our management consulting and technology offerings in this manner we are simply leveraging that same concept of taking the best available partners in the market and developing unique value for the end client. I’m sure there are many cases where this means that we are leaving money on the table or not maximizing on the near term value we could gain for the client, but this approach ensures that we form and retain lasting relationships with our clients because they know that we are consistently finding the best possible solution for them.
In conclusion, I think the major take away from this should be to ensure that you are looking beyond the edges of your organization for value and opportunities to improve. So much of what organizations produce now is dependent on the value that others create, that it simply isn’t enough to find improvement opportunities within your own organization. If 70% of the value stream for your stakeholders is dependent on stakeholders that are external to your organization, you will never get maximum performance by simply focusing inward. We have always recognized that our partners bring value; but by bringing them in and thanking them at our Christmas party this year I think we took another step forward in driving client value.
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