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partnerships with
other organisations
A number of Chief Executives
rated partnerships with
other organisations as being
among their top three to
five challenges.
The graphs below suggest that relying
on partners for outsourced or shared
services, or building alliances and joint
ventures, can be extremely challenging.
Several Public sector Chief Executives, in
particular, noted how important certain
relationships are to their performance.
These included relationships with their
counterparts in other countries, and
relationships with Private sector
organisations, with one Chief Executive
describing such transactions as “risky
and impactful”.
One Chief Executive noted how difficult
the Public sector “fragmentation of
agencies, initiatives, organisations, funding
and focus across sectors, communities
and regions” is, which constrains their
own organisation’s ability to move
forward. Another Chief Executive noted
that they wanted their organisation to
develop more service agreements with
one particular partner. And yet another
said that their business was being
marginalised as others in the sector
formed alliances.
Perhaps the strongest illustration of
these struggles came from the Not-
For-Profit sector. Numerous Not-For-
Profit organisations are locked into
risky contracts with government, to
which they provide social and health
services. Business viability can be heavily
dependent on these contracts, with
income coming from one or a handful
of contracts ranging from 50% of revenue
to 98%. The loss of contracts threatens
these organisations’ survival. To quote
one respondent, “75% of our income
comes from three main government
contracts and while, in theory, we have
three-year agreements (high trust
contracts), there has already been one
where the 60-day termination clause
has been used. We could have 25% of
our income cancelled with as little as
60
days’ notice, and that eventuality is
looking increasingly likely. The impact
on our organisation will be huge – our
sustainability will be under threat.”
partnersh i ps wi th other organ i sat ions
0%
10%
20%
30%
40%
50%
NOT-FOR-PROFIT SECTOR
[
Most highly ranked item ]
0%
5%
10%
15%
20%
PRIVATE SECTOR
PUBLIC SECTOR
NOT-FOR-PROFIT SECTOR
[
Outside the 10 most highly ranked items ]
[ 8
th most highly ranked item ]
)
Emerging
chnologies
0%
5% 10% 15% 20% 25% 30%
PRIVATE SECTOR
PUBLIC SECTOR
NOT-FOR-PROFIT SECTOR
[ 3
rd most highly ranked item ]
[ 7
th most highly ranked item ]
[ 6
th most highly ranked item ]
4)
Access
to nance
st escalation
artnership -
ired outputs
from ops.
artnership -
ces and joint
ventures
)
Innovation
0%
5%
10%
15%
20%
25%
PRIVATE SECTOR
PUBLIC SECTOR
NOT-FOR-PROFIT SECTOR
[
Outside the 10 most highly
ranked items ]
[ 5
th most highly ranked item ]
[ 3
rd most highly ranked item ]
[
Outside the 10
most highly
ranked items ]
0%
5%
10%
15%
20%
25%
PRIVATE SECTOR
PUBLIC SECTOR
NOT-FOR-PROFIT SECTOR
[ 8
th most highly ranked item ]
[
Outside the 10 most highly
ranked items ]
[ 7
th most highly ranked item ]
0%
5%
10%
15%
20%
25%
PRIVATE SECTOR
PUBLIC SECTOR
NOT-FOR-PROFIT SECTOR
[
Outside the 10 most highly
ranked items ]
[ 4
th most highly ranked item ]
[
Outside the 10 most highly ranked items ]
0% 10% 20% 30% 40% 50% 60%
PRIVATE SECTOR
PUBLIC SECTOR
NOT-FOR-PROFIT SECTOR
[ * ]
[ * ]
[ * ]
0%
5%
10%
NOT-FOR-PROFIT SECTOR
[ 5
th most highly ranked item ]
10)
govt led change
0%
5%
10%
PRIVATE SECTOR
PUBLIC SECTOR
NOT-FOR-PROFIT SECTOR
[
Outside the 10 most highly
ranked items ]
[ 3
rd most highly ranked item ]
[
Outside the 10 most highly ranked ite
0%
5%
10%
PRIVATE SECTOR
PUBLIC SECTOR
NOT-FOR-PROFIT SECTOR
[ 10
th most highly ranked item ]
[ 9
th most highly ranked item ]
[ 4
h most highly ranked item ]
11)
social
responsibility
12)
dialogue with
shareholders
0%
5% 10% 1
PRIVATE SECTOR
PUBLIC SECTOR
NOT-FOR-PROFIT SECTOR
[ 2
nd most highly ranked item ]
[ 6
th most highly ranked item ]
[ 10
th most highly ranked item ]
Creating and / or managing alliances or joint ventures
(
including Public / Private partnerships)
0%
10%
20%
30%
40%
50%
NOT-FOR-PROFIT SECTOR
[
Most highly ranked item ]
0%
5%
10%
15%
20%
PRIVATE SECTOR
PUBLIC SECTOR
NOT-FOR-PROFIT SECTOR
[
Outside the 10 most highly ranked items ]
[ 8
th most highly ranked item ]
)
Emerging
chnologies
0%
5% 10% 15% 20% 25% 30%
PRIVATE SECTOR
PUBLIC SECTOR
NOT-FOR-PROFIT SECTOR
[ 3
rd most highly ranked item ]
[ 7
th most highly ranked item ]
[ 6
th most highly ranked item ]
4)
Access
to nance
st escalation
artnership -
ired output
from ops.
artnership -
ces and joint
ventures
)
Innovation
0%
5%
10%
15%
20%
25%
PRIVATE SECTOR
PUBLIC SECTOR
NOT-FOR-PROFIT SECTOR
[
Outside the 10 most highly
ranked items ]
[ 5
th most highly ranked item ]
[ 3
rd most highly ranked item ]
[
Outside the 10
most highly
ranked items ]
0%
5%
10%
15%
20%
25%
PRIVATE SECTOR
PUBLIC SECTOR
NOT-FOR-PROFIT SECTOR
[ 8
th most highly ranked item ]
[
Outside the 10 most highly
ranked items ]
[ 7
th most highly ranked item ]
0%
5%
10%
15%
20%
25%
PRIVATE SECTOR
PUBLIC SECTOR
NOT-FOR-PROFIT SECTOR
[
Outside the 10 most highly
ranked items ]
[ 4
th most highly ranked item ]
[
Outside the 10 most highly ranked items ]
0% 10% 20% 30% 40% 50% 60%
PRIVATE SECTOR
PUBLIC SECTOR
NOT-FOR-PROFIT SECTOR
[ * ]
[ * ]
[ * ]
0%
5%
10%
NOT-FOR-PROFIT SECTOR
[ 5
th most highly ranked item ]
10)
govt led change
0%
5%
10%
PRIVATE SECTOR
PUBLIC SECTOR
NOT-FOR-PROFIT SECTOR
[
Outside the 10 most highly
ranked items ]
[ 3
rd most highly ranked item ]
[
Outside the 10 most highly ranked ite
0%
5%
10%
PRIVATE SECTOR
PUBLIC SECTOR
NOT-FOR-PROFIT SECTOR
[ 10
th most highly ranked item ]
[ 9
th most highly ranked item ]
[ 4
th most highly ranked item ]
11)
social
responsibility
12)
dialogue with
sharehol ers
0%
5% 10% 1
PRIVATE SECTOR
PUBLIC SECTOR
NOT-FOR-PROFIT SECTOR
[ 2
nd most highly ranked item ]
[ 6
th most highly ranked item ]
[ 10
th most highly ranked item ]
Achieving desired outputs from outsourced operations,
offshored operations, or shared services
key findings //
6:
partnerships with other organisations