The secret to a successful corporate/social sector partnership is for each partner to be simultaneously self-centered and other-focused. In this video post, Diane Knoepke talks about the three ways we are failing to live up to what we know about what makes these partnerships work.
Over just the past few months, we have been the beneficiaries of an absolute embarrassment of riches in terms of high-powered convenings and insight-filled reports related to corporate/social sector collaboration and investment. I dare say we are seeing an unprecedented level of research and conversation about the role of companies in driving social sector outcomes and vice versa. While digesting it all can feel like sipping from a firehose, I’m finding that so many of my partnership conversations right now are coming back to three themes, all of which are supported and driven by these great insights coming from all corners of the corporate social innovation and philanthropic worlds.
#1 Heightened consumer expectations, and how companies are responding
5 must-haves to fortify partnerships against the elements
By Diane Knoepke, Vice President, Alford Group Read Diane’s Bio
Almost every company is a good fit for at least a handful of nonprofits, and every company is a bad fit for quite a few nonprofits. The inverse is also true: almost every nonprofit is a good fit for at least a handful of businesses, and every nonprofit is a bad fit for quite a few companies.
With increasingly discerning audiences, a volatile political climate, blurred lines that used to seem bright, and the unprecedented speed of change and information, what must nonprofits and companies do to successfully partner with one another?
Midway through last week’s Cause Marketing Forum (CMF), during Katrina McGhee’s great talk on personal branding, I noted that a significant number of the CMF presenters—representing both causes and companies—were explicitly emphasizing one key practice. These cause marketing leaders focus on their strengths. They understand their organizational strengths and partner with others to mitigate their organizational weaknesses. In contrast to the trends earlier this decade when it started to feel like major cause marketers were shifting to owning self-made cause platforms over building partnership portfolios, this strengths-based approach is facilitating significant creativity and impact.
Instead of adopting a certain trend in structure or activation, today’s cause marketing leaders are focusing on what will work for them. For some, that is creating an owned national platform with local and agency partners providing support. For others, it is forging one or more partnerships of complementary opposites who each bring what the other needs. Through collaboration, they are then able to achieve the business and social impact results that they could not have achieved on their own.