Partnering Frequently Asked Questions
What do we mean by the term 'partnering'?
What does CRAFT stand for?
How do you start to develop a partnering approach?
What are the most important considerations?
Why are relationships important in business?
What benefits can one get from Partnering?
How do you measure effective relationships?
What does a good partner look like?
If partnering is about working well together why do I need a dispute procedure?
How important is the behaviours of individuals?
Is partnering always a good idea?
Do I need executive support for partnering?
Everyone talks about trust but how do you get that in a contract?
Do I need a partnering agreement and a contract?
How do I protect intellectual property?
Can Partnering help with outsourcing contracts?
Is partnering just about working without conflict?
What is the down side to partnering?
How do I know if my partner is competitive?
What sort of savings can I expect from a partnering relationship?
What sort of structure is needed to manage a partnering arrangement?
How do I know if my organisation is suitable to partner with others?
Is there a risk in Partnering?
How do customers react to partnering arrangements?
Why do I need a relationship management framework?
Can partnering help develop CSR programmes?
What do I do when a partner’s performance is not adequate?
How long should I allow for a partnering arrangement to mature?
How do I know I am getting value for money?
How important is the behaviours of individuals?

Organisations are about people who in turn are a kaleidoscope of traits and styles and whilst companies may have strong cultures success rides on the ability of people to work together and share knowledge. Critical behaviours of individuals can undermine even the strongest of relationships. The CRAFT approach is structured to constantly reinforce collaborative behavioural patterns.