How can you negotiate with partners for a successful co-creation project?

Here's a solid 3-step framework I learnt at Microsoft and had the opportunity to apply with great results: 1: Problem reframing Reframe partner's perception of a relevant issue to make them think differently and drive change 2: Drive towards action to deliver impact Storytelling and quantifiable measures are key to build urgency in taking action 3: Reveal value proposition Demonstrate value of taking action, and specifically "why " with your solution Remember, machines dont make decisions (not yet;), speak like a human to humans. Use rational and tie it to the emotional, ie: humanize, show empathy, introduce fear if needed, connect personnaly with your audience

Clearly define scope as well as responsibility and authority between the parties. If one party is responsible for an area that they don't have authority to make changes over or, conversely, if they have authority to make changes but bear no responsibility for the result, there's a lot of room for miscommunication and resentment that could have been avoidable.

Careful planning upfront always pays off in the end. The clearer, the goals and objectives are for each party. The more likely you are to accomplish those.

Defining and understanding the current business roles, processes and IT Landscape is as important as defining any strategies and vision for the new partnership for the co-creation project. Simple but consistent definitions will greatly enhance and support subsequent activities and deliverables. Using an Enterprise Architect (EA) modelling tool and EA practice (Governance) from the start and throughout the project lifecycle will help, in achieving the goals described above.

When negotiating for a co-creation project, start by agreeing on common goals and openly discussing roles with your partners. Actively listen to their ideas and concerns, fostering collaboration. Be flexible in finding solutions that benefit both parties and define key performance indicators for measurable outcomes. Keep communication open and have regular feedback sessions to stay transparent and make adjustments when needed. Prioritize collaboration, clear communication, and flexibility to ensure a successful co-creation project with your partners.

Building trust and rapport is pivotal in negotiating with partners for a successful co-creation project. This starts with transparent communication, active listening, and showing respect for each partner’s expertise and interests. Engaging in consistent, honest dialogue and demonstrating reliability through actions goes a long way in establishing a solid foundation of trust.

Partnership when it starts is all beautiful ( like a marriage ) however over time it starts becoming demanding and both parties need to invest in it for it to last. It’s very commonly said that there should be Trust in partnership , in simple form it means that both stick to guiding agreed principles however in real world this is not enough. There should be Trust that each party will contribute in others growth , in future if some better deal or offer is available than each party will give other enough time to try and match to the new offering. It is said that in professional world one needs to be very objective however for long term successful partnerships emotions are equally important . You can’t change partners for small gains !

At the heart of every business relationship is understanding, empathy, and interest. When working with clients or even your team, your conversations should go beyond fundamental questioning; you must go deeper. The goal should always be to get to know people for who they are and what brings them there.

Building trust and rapport is essential in establishing and maintaining a successful partnership. Rapport is the foundation of a meaningful relationship between two or more people. It is about driving a meaningful connection between you and another person, and it’s not enough to feign interest. Instead, practice openness and honesty to establish mutual trust.

Focus on collaboration, not competition: Adopt a collaborative mindset, seeking solutions that benefit all parties involved. View negotiation as an opportunity for joint problem-solving rather than a battle for the upper hand. Focus on value creation, not just resource allocation: Negotiate based on the long-term value each partner brings to the table, not just their immediate resource contributions. Emphasize how each member's expertise and strengths will contribute to the project's success. Be flexible and willing to compromise: While staying true to your core interests, be willing to adjust your approach and seek mutually beneficial solutions. Remember, successful negotiation often involves give-and-take.

Exploring options and alternatives is a crucial aspect of decision-making and problem-solving. Remember that the effectiveness of strategies can vary based on the nature of the decision or problem you are facing. Combining multiple approaches often provides a more comprehensive exploration of options and increases the likelihood of making informed decisions.

To negotiate successfully for a co-creation project, clearly define goals, discuss expectations openly, allocate responsibilities fairly, and establish a mutually beneficial agreement. Foster open communication to ensure both parties are aligned throughout the collaboration.

Brainstorm ideas with your partner to identify potential opportunities for collaboration. This can include new products or services, joint marketing campaigns, or shared resources.

When exploring options and alternatives, it is paramount to be flexible. The more nimble you are to change, the better you can prepare for it. Also, if you can think creatively in moments of change, the better. Remembering that preparation might not always be an option is also key. But, working with your team in a co-collaborative environment can make all the difference.

In negotiating successful co-creation projects, a strategic approach is essential: Deep Preparation: Understand each partner's capabilities and motivations for tailored strategies. Encourage Innovation: Promote innovative thinking with brainstorming sessions or innovation labs. Collaborative Negotiation: Focus on problem-solving rather than confrontation, turning negotiations into joint solution-finding sessions. Adaptive Learning: Post-project, analyze successes and failures for continuous improvement. Relationship Maintenance: Keep engaging with partners post-project for future collaboration opportunities. This approach emphasizes the importance of innovation, continuous learning, and sustaining relationships for long-term success.

Trade-offs and agreements are inevitable when it comes to co-creation. Best way to negotiate here is to offer feedback constructively, focusing on improvement rather than criticism. Instead of outright rejecting a proposal, provide suggestions for refinement and improvement with a collaborative mindset.

In negotiating trade-offs and agreements, I firmly believe in adopting a well-informed yet human approach. By prioritizing the human element, we can navigate discussions with partners more effectively, focusing not just on reaching a compromise but also on fostering mutual respect and cooperation. This approach allows us to emphasize common ground, consider the interests and benefits of all parties involved, and ultimately, create sustainable solutions that add value to our co-creation projects and help build long term relationships.

It is vital to approach these challenges with a structured mindset. Building trust and collaboration with partners becomes paramount in navigating unfamiliar territories. By fostering open communication while offering a structured approach to problem-solving, we not only identify and mitigate risks more effectively but also capitalize on unforeseen opportunities.

To manage risks in co-creation projects, it is essential to establish a structured approach that involves all partners from the outset. This strategy should encompass joint identification of potential risks, collective agreement on tolerance levels, and the development of a shared risk mitigation plan. Regularly scheduled reviews and updates of the risk management plan are crucial, as they allow for the timely adjustment of strategies in response to new risks or changes in the project's environment. Communication is key; transparent discussions about risks and uncertainties foster a culture of trust and collective responsibility, ensuring that all partners are prepared to navigate challenges together and maintain project integrity.

Explorar las nuevas alternativas , explicar y conocer junto a los co-creadores, las nuevas herramientas disponibles y a que tipo de mercado se dirigirán.

Post project reviews are such a great exercise. Make sure the learnings (good and bad) are carried forward to the next project. Celebrating is good too for staff morale.

A great way to celebrate success is to also focus on maintaining relationships. Which, is one of the easiest hardest things that is a key aspect to the successful sustainability of a business developed and growing the right way. It's easy to celebrate the win together as partners but also being focused on maintaining the partnership so We can experience more success together is a win. This allows both partners to learn and grow together as change is consistent.

Acknowledgement is a superb tool to boost morale and reinforce a positive relationship. Always remember to respect and appreciate the people you work with. It is so surprising to see how far even a small thank-you note goes. Celebrate milestones, send congratulatory messages, organize virtual celebrations, share positive feedback or plan informal gatherings to address appreciation.

Being a great listener on both ends is a good start. Because that is one of the first steps to hearing and understanding what resources are needed for organizations to scale their businesses upwards with the right resources and right momentum coming together.

Co-creation can be especially difficult when the partners have an uneven power dynamic. This should be identified and verbalized at the outset of the project so all parties understand the stakeholder or risk/reward imbalance at play. Sometimes naming dynamics out loud is all that is needed to mitigate the underlying issue. But the partner with the power should take it a step further and add in guardrails at the beginning of the process to mitigate potential downside for their partner. This will not only be the right thing to do, it will strengthen your reputation as a partner for future projects.

Practice active listening to understand concerns, ideas, and perspectives. Be flexible in adapting to changing circumstances and willing to accommodate reasonable requests.

I start by discussing my needs and understanding their expertise. Allowing them to share about themselves helps build rapport. Evaluating their work gives insights into quality and dedication. Considering their experience, clients, and brands helps estimate pricing expectations. I then discuss client requirements and express my expectations, aiming for a win-win outcome. Sharing what I'm willing to pay initiates the pricing conversation. If they decline, I emphasize long-term collaboration to meet their financial goals, ensuring a mutually beneficial partnership. Again No, I'll find the other or may be I'll pitch them again but later for the other projects with new strategy.