The way things are done around here

Culture is one of those words that can mean anything from something you grow in a dish to, something you pick up going to the theatre, a Japanese tea ceremony or something quirky about the way your company does things.

 “They socialise by going to the pub after work. We are from India and this is not the way we do things. We need another way to build the relationship.” Team Leader, Global Software Provider

 As a result of this vagueness, culture tends to be ignored but, it can make or break a partnership especially if we choose a partner for a strategically important project who does things completely differently to ourselves.

 “Their corporate organisation is a bureaucratic drag on our partner. We should be jointly harvesting the existing customer base but we aren't.” Sales Director, Global Telecommunication Services

 If you don’t think about the potential differences at the beginning, you might find it can be several months into a contract before the physical impossibility of achieving service levels becomes apparent.

 “We speak different languages. To them it's a bit of kit to be pulled out and exchanged. To us it's a delicate instrument.” Project Manager, Defence Equipment Supplier

 It’s clear that the attitudes of staff have a strong bearing on ‘the way things are done around here’ and this becomes more apparent with staff turnover on long-term projects.

 “Engineers talk the same language and get things done. Commercial spend a lot of time arguing about 'pence'.” Maintenance Manager, Defence Equipment Supplier

 So, there are three questions that will lead you in the right direction:

 Partnering experience Have you and your potential ally got a successful track record of working with others?

 “There is a philosophy of partnership and team work which brings together several companies including fierce competitors.” Project Manager, Power Engineering

Process overrides culture There can be a tendency to get bogged down in what you do. Do you both recognise that collaboration is something very different that will require new systems, skills and the ability to change rapidly?

 “We are a very static organisation that hopes the world will bend round us.” Director, Aviation Specialist Supplier

 Senior managers Are your senior managers fully committed, ready to roll up their sleeves and get involved through thick and thin?

 “We met at a conference and realised there was a golden opportunity so we worked out the practicalities, led the implementation and championed it in our companies despite some opposition.” Director, Global Food Manufacturer

 As long as you can blend and manage these differences and turn them into strengths from the beginning, then you are likely to achieve a strong, successful collaboration based upon a partnering culture.

 “We get offered new product lines that other more aggressive retailers would not get in a million years.” Head Buyer, High Street Retailer