Partnership & collaboration: Assessing the gaps in your newsroom
What gaps do you have in partnership and collaboration? Use these tools to find out.
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Partner to expand your capacity and capabilities at lower and more flexible cost
Subscribe to Updates Use partnerships, third-party services, shared resource arrangements and flexible staffing to expand your capacity and capabilities across all areas of your enterprise: content creation, marketing and distribution to target audiences, new services and products, access to needed skills, technologies, tools and data, and more. Do this in ways that lower investment requirements, reduce and add flexibility to your cost structure, increase speed, and better share risks compared to doing it on your own.Big Picture A primer on why news organizations must partner and collaborate
Local news organizations can’t afford to do everything alone. Partnership and collaboration opens up doors in technology, revenue and other areas that would otherwise not be possible.
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Plan Understand the gaps in your news organization and how to close them
Partnership & collaboration: Why these gaps exist
In order to overcome them, first understand the barriers to succeeding at partnership and collaboration.
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Partnership & collaboration: What success looks and feels like
This Tables Stake requires you to probe everything you currently do or might do by asking, “Must we do this ourselves? Or, in how many ways might it be wiser to have others do this for us or partner to do this together?”
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Partnership & collaboration: Measures of success and tracking progress in closing the gaps
Three types of scorecards can help you measure the success of your make/buy/partner choices as well as monitor progress toward closing partnering gaps: Enterprise-wide scorecards, front-line team scorecards, and service-level agreement and memorandum of understanding scorecards.
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Do Actions to close the gap
Design and use a framework for identifying, analyzing and comparing make versus buy versus partner choices
You must design and use a framework for identifying and evaluating options for how best to achieve capacity, capability, speed, risk, revenue and cost objectives by working relationships with others as opposed to yourselves.
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Grow partnering as a discipline and practice across your entire organization from top to bottom
How can you turn make/buy/partner into a strategic capability throughout your organization? Practice!
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Structure – then manage – buy/partner arrangements for success
The choice to buy differs from the choice to partner. Buying means you decide to have others do the work for you. Partner means you decide to have others do the work with you. You must structure each of these approaches for success.
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Put a senior executive or management team in charge of partnering, and hold them accountable for results
You might hire or designate a senior leader to oversee partnering. Or you might make that responsibility a key role for a senior executive even if not the full-time job. Or you might designate a team for the same purpose. Absent taking one of these steps, though, partnering is not likely to happen with the rigor, discipline and repetition required.
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