Partnerships are nothing more that the cooperative alliance that takes place between two or more industries. It is a complementary endeavor that benefits from the expertise, diversity and resources each partner brings to the partnership. The ultimate goal of a partnership enterprise is to expand the capacity of the parties concerned so that certain situations can be improved by the collective collaboration of all parties concerned.

In today’s fast growing integrated economies, nations and societies are coming to terms with the fact that sustainable growth can only occur if countries, organizations and societies streamline their efforts through complementary partnerships. Successful bilateral or multilateral alliances between various sectors have proven that such a trend is no longer an option but a critical tool to secure the survival of economies in a competitive post WTO globalized market place.

Unfortunately, partnership enterprise is not a simple matter. Western economies have been at it for some time — and some of the best narrated experiences show that in spite of the evident successes that ensue, major challenges and obstacles do in fact exist. However, with careful planning and systematic execution success is nearly guaranteed if some of the rules of engagement cited below are taken into consideration.

1. Adhering to the Notion of

Opposites Attract

Successful partnership enterprise can only be achieved if the sector concerned allies itself with a sector that specializes in areas in which the former is deficient. This “opposites attract” notion aims to change the preconceived threatening idea of competition as a source of alienation, to competition as a source of inclusion. Instead of shying away from competition, partnering must seek to embrace it. By so doing, the newfound alliance will create an inclusive, holistic and multifaceted new enterprise that enables itself to increase its capacity by as many times as is the sum total of the strength of all its partners.

2. Benefiting From Diverse

Areas of Expertise

Being aware of certain truths and realities that result from the diverse nature each partner brings to the relationship is important. Different sectors have different business objectives and as such, different motivations; and consequently different areas of expertise. Such diversity should be welcomed as it brings to the partnership creative solutions to any situation. Accept that, embrace it, and try to benefit from it by creating win-win situations.

For example, the private sector is motivated mainly by financial profit. However, recently over the years, it has realized that profit without a positive corporate image is bad for business. So, a key motivating factor for most private sector enterprises today is the need to enhance its corporate image and to develop its competitive advantage by adopting socially responsible projects.

Non profit organizations (NPOs) and Non governmental organizations (NGOs) on the other hand are not motivated by financial profit but by the need to advocate human rights, ensure environmental protection and bring about the implementation of true social cohesion. In light of these opposing yet complementary motivations, the seeds for true partnership and development can be sown.

What NPOs & NGOs need to do is to accept and work with the fact that the private sector has a profit-based mission that must be addressed. The role of NPOs & NGOs therefore is to secure a positive corporate image for its partner. Hence, NPOs & NGOs need to understand that the private sector’s success as a business sector depends on the level of credibility and trust it has with its customers.

For example, as consumer awareness rises, companies are taking an active role to prevent negative images of their products in the media. They are trying to protect themselves by changing their internal practices to comply with social standards. Businesses, by nature, are profit oriented and are not trained to focus on societal and environmental needs and as such are at risk of imposing damage in these areas. On the other hand, NPOs & NGOs are expert activists in such areas. And their expertise in this area will be of great value to the private sector partner.

The added value for NPOs & NGOs partnering with the private sector provides them with a platform from which to create a positive impact on current world issues. NPOs & NGOs need the private sector as a powerful tool by which to implement their various good will missions; they need to work in collaboration with those in power, those who are making things happen in terms of job creation, financial capability and general advances.

3. Drafting the Rules

Partnerships need to be approached in a business-like manner. A key tool here is the issuance of a memorandum of understanding that clearly defines the respective roles and responsibilities for each partner. For example, the role of the private sector, represented by the business community is to gain profit in terms of Riyals and hallalahs. While the role of the NPOs & NGOs as represented by society is to ensure that sustainable development occurs without the violation of human rights or the ratification of a whole host of other social and environmental problems. According to that, programs and plans for action can be drafted.

4. Laying Out the Plan of Action

Once members of an alliance are able to discover their collective strengths hidden within their obvious diversity, the next step would be to engage in productive planning and execution. By understanding each other’s respective missions, strengths, and business objectives, a division of labor and various duties should then be instituted accordingly.

5. Developing a Relationship

of Openness and Trust

In the initial stages of a project, the most important factor needed to create harmony in a working relationship is openness and trust. Openness to different possibilities and to the different backgrounds and situations of each partner; and trust that each partner can get the job done. Key to this openness and trust is dialogue. Trust is built through initial dialogue and shared actions that help parties involved to feel that they are entering a relationship rather than following protocol and procedure.

Whereas previously the private sector was recognized as the source of financial aid to NPO & NGO projects; NPOs & NGOs today have become the partner that assists the private sector in securing its business interests. At a time in history when “development aid” was recognized as charity donations, today, both sectors are setting breakthrough examples as engines for generating equitable “development cooperation”.

(Fatin Yousef Bundagji is director of Women Empowerment & Research at the Jeddah Chamber of Commerce & Industry.)