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Developing BoP partnershipstowards collective impact at the Base of the Pyramid

Key lessons from three pilots for pro-poor innovation

THREE PILOTS FOR PRO-POOR INNOVATION CONSORTIUM

Three Pilots for Pro-Poor Innovation Consortium BoP Partnerships

2

Colophon

April 2013

AuthorsWendy van der Klein

Thom Sprenger

Laurens Collée

Herman Brouwer

Krisitine van Tubergen

Rutger Bults

AcknowledgementsExperts have contributed to this publication

by sharing their experiences, documenting

challenges and lessons learned, and reviewing

this publication. The authors would like to

thank:

Marieke de Wal

Partnerships Resource Centre (RSM/EUR)

Emma van Sandick

Netherlands Organisation for Applied Scientific

Research (TNO)

Olga van der Valk

LEI Wageningen University & Research Centre

Nelleke van der Vleuten

Interchurch Organisation for Development

Cooperation (ICCO)

Myrtille Danse

BoP Innovation Center (BoPInc)

Nicolas Chevrollier

BoP Innovation Center (BoPInc)

PhotographyICCO

TNO

Fresh Studio

Mueller

BoPInc

DesignBlik grafisch ontwerp, Utrechtwww.klikopblik.nl, www.versuitblik.nl

ISBN/EAN 978-90-819988-2-6

Partners

3P4PPIThis publication is based on insights gathered through the programme ‘Three Pilots for Pro-Poor Innovation’ (3P4PPI). It is supported through co-funding from the Directorate-General for International Cooperation (DGIS) of the Dutch Ministry of Foreign Affairs. The project consortium includes the Interchurch Organisation for Development Cooperation (ICCO), DSM, the Ecumenical Pharmaceutical Network (EPN), the Netherlands Organisation for Applied Scientific Research (TNO), LEI Wageningen University & Research Centre (LEI) and the BoP Innovation Center. Associated business partners are SNV, Mueller B.V., The Fruit Republic and Fresh Studio. The pilots are currently being implemented in Kenya, Vietnam, Ethiopia, Rwanda and Bangladesh. We hope that the insights illustrated in this publication will help the private and the public sector scale inclusive innovations and achieve results for the BoP.

Ecumenical Pharmaceutical NetworkRéseau Pharmaceutique Œcuménique

Supported by


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prefaceEmerging economies are beginning to realize that with rising incomes they face thechallenge of rising income inequalities, which have the potential to cause a socialdisharmony. They also realize that the solution does not just lie in addressing thechallenge exclusively through standard policy levers like tax and transfer mechanisms,subsidies, welfare and entitlements.

The solution lies in achieving three objectives, namely improving the access to essential services, increasing the purchasing power and also reducing the income inequality. For achieving these three rapidly, they have to do something that looks impossible at first sight. And that is to create access equality despite the income inequality. And the only way to achieve this is through inclusive innovation.

True inclusive innovation is not about producing low performance, cheap knock-offversions of rich country technologies so that they can be marketed to poor people. That is getting `less for less’. Inclusive innovation is about getting `more from less’. This will mean that we will have to harness truly sophisticated science or technology or truly creative non-technological innovation to invent, design, produce and distribute reach price-performance envelope that leads to quality goods and services that are affordable for the majority of the people.

A “more from less for more” strategy – more quantity and quality of goods and services, from less resources, for many people – often requires radical re-thinking of the existing business models, organizational structures, and product development, manufacturing and distribution processes. This strategy also requires similar boldness in rethinking complementary public policy, organization and regulatory regimes. Slight changes to the existing ways of doing business to serve the BoP rarely work—either the target is missed completely, or the end product is highly inferior in quality. Besides this, it requires innovative and productive partnerships among several stakeholders. The present publication on BoP partnerships sums up the essential drivers as well as the architecture of this brilliantly.

A successful “inclusive innovation strategy” will promote the sustainable production,dissemination, and absorption of inclusive innovations by connecting excludedpopulations to a nation’s innovation ecosystem. This means ìnclusive innovation’ canlead to ìnclusive business’, while at the same time leading to an ìnclusive society’.Given the BoP’s immense aggregate purchasing power, inclusive business can be ahuge sustainable business for private firms.

I have no doubt that inclusive innovation, that is firmly anchored on the solid foundation of affordability and sustainability, will help us design a sustainable future for the mankind.

Dr. Ramesh Mashelkar, Chancellor of AcSIR, President of the Global Research Alliance

Supported by


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Need to know

Whereas companies are often perceived as fully conversant in working with partners like customers and suppliers and in joint ventures, the challenge in inclusive business projects is to partner with different types of partners. For a company, it can be challenging to connect with NGOs, knowledge institutions or governments and understand each

other’s language. Let alone to create a level playing field and set up a common agenda. Successful partnerships that build commitment need to include the elements of sharing risks and benefits, co-creation, equity, mutual respect, transparency and joint accountability. In recent years, the private sector has already become more competent in forming and working with non-traditional partners, as illustrated by concepts such as ‘shared value’ and ‘triple bottom line’. This is further supported by UN calls for corporate sector involvement and initiatives such as the World Business Council for Sustainable Development. Slowly but steadily, the worlds of partnership actors will – and have to- grow closer together.

IntroductionSince 2002, a growing number of companies and NGOs have launched innovative products and services in the Base of the Pyramid (BoP). The BoP represents the four billion people with an income below 4 USD a day of local purchasing power. Most of them lack proper access to the immediate basic needs of food, water, shelter and clothing – let alone sanitation, education and healthcare – resulting in life-threatening challenges, such as chronic malnutrition and health issues. People at the BoP predominantly live in the developing and emerging economies of Asia, Africa and Latin America.

BoP Partnerships A BoP partnership is a flexible multi-sector collaboration, with a central role for organisations or individuals working for or with the BoP, in which risks, responsibilities, resources and competences are shared in order to co-create collective impact at the Base of the Pyramid.

Successful implementation of inclusive innovations requires strong partnerships across countries and across sectors including companies, social entrepreneurs, BoP actors, NGOs, public authorities and knowledge institutes. For inclusive business models to work, companies need to look outside the private sector to find partners that can help them to:

1. Better understand the needs and, more importantly, demands at the BoP in a new market.

2. Provide a right to operate by partnering with long-established organisations working for and with the BoP.

3. Overcome gaps in the local business ecosystem, such as in distribution networks.4. Strengthen innovation capacity by teaming up with partners that have the flexibility

and capacity to moderate processes to fit the needs of the BoP market. 5. Bring to the table missing competences needed to develop and implement BoP

ventures.6. Guarantee additional internal resources needed in order to cope with challenges

related to the often long and unpredictable process of developing and implementing a venture.

7. Allow the scaling of impact of BoP ventures by nurturing and growing BoP entrepreneurs.

This experience-based review is part of a series of publications covering key challenges for organisations wishing to address the most pressing issues experienced at the BoP.

Previous publications - Inclusive Innovation

- BoP Insights

Upcoming publications - Co-creating Inclusive Business

- The BoP Innovation Cycle

Capacity of companies working with civil society


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Transactional BoP partnerships

The original form of collaboration with local organisations was chosen mainly for transactional reasons. Initiators in Western countries – often MNCs – needed local organisations to implement ‘think global, act local’ strategies. Such local organisations were set up specifically for this purpose and were owned and managed by the initiating organisations.

BoP partnerships to gain access to the local context

Organisations soon realised that local organisations are not only useful for transactional activities but also have valuable information about the local context. This resulted in collaborations between organisations oriented towards reaching a well-defined, more specific goal. Involving different BoP organisations as partners allowed an organisation to consult their local partners and utilise their channels. These partnerships are often both initiated and dominated by Western companies and NGOs.

BoP partnerships to scale

BoP partnerships that aim to scale an inclusive innovation are powered by jointly developed, long-term strategic goals. The local perspective forms the starting point and BoP partners are involved in an early stage of the innovation, providing access to the necessary resources, information on the local context and local legitimacy. Partners recognise that they have

mutually exclusive resources to bring into the partnership. The pilots within the 3P4PPI program are examples of BoP partnerships that have the ultimate objective to scale.

Transformational BoP partnerships that ‘change the game’

A transformational partnership indicates endeavours that dramatically ‘change the game’ by introducing an innovative and holistic approach with the potential to systematically improve living conditions for the poor. Two examples of such partnerships are 2scale and Healthpoint Services, which are trying to change the game of food security in Africa and healthcare in rural communities, respectively.

2SCALE – Improve rural livelihoods and food security

The goal of 2SCALE is to improve rural livelihoods and food security in nine countries in sub-Saharan Africa through the development of competitive agro-food industries. The project aims to include 1.5 million smallholder farmers and 4,000 other SMEs in around 500 viable agribusiness clusters. These clusters will target local, mostly BoP,

markets. 2SCALE will develop Public-Private Partnerships, forming large-scale agribusiness clusters through intense collaboration with the private sector. The organisations leading this initiative are IFDC, ICRA and BoPInc. More information: www.bopinc.org/2scale

Healthpoint Services – Transform healthcare in rural communities

Al Hammond’s social enterprise ’Healthpoint Services Global Inc.’, incubated by Ashoka and Procter & Gamble, is aimed at transforming healthcare in underserved rural communities at the BoP. Al Hammond states:

‘It is leading-edge thinking for a company like P&G to ally with an early stage venture like Healthpoint Services. We are excited to leverage the scale and capability of P&G to help reach underserved consumers, working towards delivery of a market-based model capable of transforming rural healthcare.’

Governmental SupportThe Dutch government supports initiatives in which non-traditional actors come together, because it believes that partnerships are crucial in achieving global sustainable development. By creating an enabling environment where the partners can continue to grow towards each other and extend the established dialogue, it facilitates the process of collaboration. Different forms of transformational partnerships are encouraged through a variety of mechanisms available for both the private sector and NGOs.

Need to know

Trends & ExamplesThere is a clear trend in how local stakeholders are included in a BoP partnership, both in terms of the type and the rationale behind the collaboration.

4.000 SMEs

9 countries

1.15m small holder farmers

500 agribusiness clusters


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Facts

civil societyNGOs connect the BoP market with innovators and emphasise social impact, based on their experience with international development.

knowledge institutionsKnowledge institutions that initially capture and develop knowledge can focus on turning knowledge into valuable methodologies and solid data.

public authoritiesGovernments all over the world can create and improve the enabling environment and infrastructure.

BoP actorsLow income groups act as entrepreneurs (suppliers/ distributors/ microfranchisers) producers and consumers.

motivations:• Increaseincome• Developskillsand

expertise• Accesstotechnology• Createemployment• Increaseproductivity• Accesstoaffordable

products and services

motivations:• Enhancesocialimpact• Leverageknowledgeofthe

local context• Createpartnershipsand

bridge cultural gaps

Different types of

partners

motivations:• Re-designinternational

development• Investinsustainable,

market-driven development• Stimulateinnovation

capabilities• Sharerisks• Developlocalandwider

private sector development

motivations:• Generatenewknowledge• Turningknowledgeinto

products and services• Maximisesocialand

economic benefits of new ideas

What’s in a BoP Partnership?

social entrepreneursRole: Identify, design (for scaling) and pilot innovations that have the potential to become business opportunities.

motivations:• Understandthelocal

context • Getarighttooperate• Overcomegapsinthe

local business ecosystem • Strengtheninnovation

capacity • Facilitatescaling

MNCs and SMEsRole: Turn innovation opportunities into business and facilitate scale by providing resources and business capacity.

motivations:• Opportunitytoscale• Accesstofinancing• Accessto

competency


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Motto

Partnering is the quickest, most effective way to re-engineer a business

Curtis E. Sahakian


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Process

Successful partnering for Inclusive Innovation may not follow a clear linear process and can involve many hurdles and iterative steps.

A crucial phase of the BoP partnership is 1 Scoping and building the partnership. This includes defining the rationale and goal of the partnership, identifying potential partners, assessing partners, selecting partners, and developing an cooperation agreement. The identification of the right partners takes place in a number of iterative steps during the course of the intervention. Partners with the capacities and competences needed to successfully serve low-income markets are often hard to find and doing so requires insight into relevant local stakeholders. However, as contextual understanding deepens during the project execution, it becomes easier to identify and assess new potential partners.

After signing the agreement, the partnership moves into the partnership implementation phase, including:

2 Managing and maintaining the partnership (includes structuring, mobilising and delivering) and the process of

3 Reviewing and revising (measuring, reviewing and revising). Finally, it moves into the phase of 4 Scaling up and ensuring long term sustainability. These phases are represented in the BoP partnership cycle.

Phases in partnership development

Scaling Scoping

Partnership Building• Negotiation• Formation

Manage and maintain

Review and revise

Partnership agreement

4

1

3

2

Challenges Partnering with a variety of stakeholders is as valuable as it is challenging, especially when dealing with a non-traditional BoP market, innovative ideas and an unknown outcome. Based on our experience in the three pilots and on existing knowledge from academic literature on the topic, we have identified six specific challenges of working with local BoP partners.

Misalignment of social and business goals and objectives.

Dilemmas related to leadership in the process of partnering when responsibilities shift back and forth between different organisations.

Unrealistic expectations about the skills and knowledge of partners, leading to longer than expected timelines.

Difficulties related to partner inequalities in investments, risks and benefits, especially during cooperation between partners in developed and developing countries.

Cultural differences between partners with different country origins and organisational DNA.

Trust issues in sharing information between partners.

Acknowledging differences, building trust, creating transparency and accountability, and managing knowledge both within and between partners contribute to a partnership’s success.

This table and more information about

challenges in BoP Partnerships can be

found in the master’s thesis ‘Partnering

up in Base of the Pyramid (BoP) projects|

An overview of the current academic

stances and research gaps from literature

complemented with insights from BoP

practitioners’ by Van Tubergen (2013,

Eindhoven University of Technology).

Google ‘Partnering up in BoP projects’ for a PDF

Lessons learned

What are the most important actions for successful partnerships?

ActionsBased on expectations (N=11)

Based onExperience (N=8)

Build trust 8 73% 6 75%

Establish mutual interest within the objectives 7 64% 4 50%

Create transparency and oversight 6 55% 5 63%

Become locally embedded 4 36% 3 38%

Acknowledge differences between partners 3 27% 6 75%

Emphasize process over speed in decision making 3 27% 2 25%

Create reciprocal relationships 3 27% 1 13%

Work together with key decision- and policymakers 2 18% 3 38%

Build highly personalized relationships 1 9% 1 13%

Other 1 9% 3 38%

Substitute for institutions 0 0% 1 13%

People may select more than one checkbox, so percentages may add up to more than 100%.


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Pilot based insights

Learning by doing Medical test kit A test kit to identify substandard drugs in Kenya. Partners: DSM, ICCO, EPN, local partners, BoPInc

“The added value I see of this partnership is that three partners with different backgrounds are involved who would otherwise be unlikely to work together. The NGO ICCO, with long years of experience working in Sub-Saharan Africa, understands local challenges and issues. And we from EPN provide a more grounded link to what is happening: the opportunities of the medical test kit in the target market.”Donna Kusemererwa, Ecumenical Pharmaceutical Network (EPN), Kenya.

Cold storage VietnamCold chains for fresh vegetables producers in Vietnam. Partners: Fresh Studio, The Fruit Republic, local partners, BoPInc

“The partnership created trust beyond the boundary of our business pilot. It provided new horizons to the farmers: entrepreneurial spirit to grasp these new opportunities. Farmers are proud to take the ownership of their new vegetable business .”Sigrid Wertheim-Heck, Marketing Director at Fresh Studio Innovations Asia Ltd.

The objective of the 3P4PPI program is to gain more knowledge and experience with market-driven pro-poor innovations. We are doing this through the development of three separate pilot projects, facilitated and managed by the BoP Innovation Center.

Cold storage AfricaA small capacity off-grid cooling unit for dairy farmers in Africa. Partners: Mueller, SNV, LEI Wageningen University and Research (LEI), local partners, BoPInc

“The cooperation adds value to my current business activities. Because of this partnership I discovered the potential of such a cooling unit for me and for other dairy farmers in Africa..”Hirut Yohannes Derare, General Manager of Rut & Hirut Milk Production and Milk Processing, Ethiopia.

Biogas socketA socket to produce electricity from biogas in Rwanda and Bangladesh Partners: TNO, SimGas B.V., SNV, local partners, BoPInc

“I discovered that having an entrepreneur in the partnership is important, but this partner can also join, after the technical principle is developed and tested. So the possibilities and risks are more clear for the partner, therefore the willingness to participate is more manifest.”Emma van Sandick, Senior Advisor at the Netherlands Organisation for Applied Scientific Research (TNO).


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Lessons learned

Pilot based insight

Key lesson Importance of leadership and partnership management

What’s a Partnership brokerA partnership broker operates as an active go-between or intermediary between different organisations and sectors (public, private and civil society) seeking to collaborate as partners in a sustainable development initiative.

A partnership broker can- Take the lead in drawing partners

together and help to build and consolidate strong working relationships.

- Ensure that partners agree on suitable operating procedures for their partnership.

- Attend to the partnership itself when others are invariably caught up in unrelated tasks.

- Stick with the partnership and help pull it together if it starts to come apart.

- Uphold the central vision when partners risk getting bogged down in navigating major obstacles or simple day-to-day challenges.

New standards are emerging for good quality partnership brokering. The Partnership Brokers Association offers resources to help build capacity for brokers and for demonstrating the value of good partnership brokering.

www.partnershipbrokers.org

The main learning question is: How do I manage a BoP partnership?

Leadership and partnership management is essential in the various stages of development and implementation of an inclusive innovation. To get the right partners to the table, to bridge gaps between the different sectors and to ensure commitment from all parties involved. Leadership also takes account of good partnership management: clear and transparent planning, open communication and shared vocabulary are some key elements for success. It should guarantee that agreed values are respected and specific obstacles to partnering are dealt with.

Partnerships can be managed both internally and externally, at an individual level by one of the organizations involved or shared across partners. In cases where larger organizations overshadow small local partners, a ‘partnership broker’ can be the answer to calibrating an equal relationships

Tips- Make a difference between

partnership managers and project champions. You need both, but they are not necessary the same people.

- Link partnership management to a person with partnership broker skills instead of an organization.

- Keep in mind that the people who bring technical competence to developing the innovations are not necessary the right people to lead the partnership.

- Evaluate leadership/management requirements for each stage of the BoP partnership and adapt the team accordingly.

- Plan partnership management realistically, it often takes much more time than envisioned.

- Prepare for the leadership challenge in a BoP partnership to work with small and/or informal parties

To overcome specific challenges (page 8) of BoP partnerships, we have distilled three key lessons from the experiences of BoP partnerships in the pilot.


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The main learning question is: How do I ensure the BoP partnership fits the requirements at different stages of the project?

Innovation and co-creation is everything but a static process. It demands the flexibility to adapt to new insights and opportunities. Both the composition and direction of the BoP partnership can change based on what is needed at certain points in the process.

Case example In the biogas socket pilot, the challenge was to find a suitable partner for its further development, production and

market launch. A network of loose partnerships with changing roles and participants was developed. This network will become more solid, with a clearer definition of roles and partners, as soon as actual investors come on board. During this process, the team learned that different stages in the project call for different types of partnerships. For example, the R&D phase requires different partners than when the partnership is turned into a business.

‘Our key takeaway from this experience was to treat the partnership as a network and to work with open structures to build in the necessary flexibility.’

Tips- Invest in building a network that

includes relevant local partners, and manage this process carefully.

- Realise that developing an inclusive innovation is a often a long-term process and could include different partnership agreements over time.

- Be careful about excluding potential partners in an early stage of the process.

- Keep an open mind about new partners during the course of developing an inclusive innovation.

Pilot based insight

Key lesson Built-in flexibility

The main learning question is: How do I identify and assess partners at the BoP that bring the right competences to the venture?

Besides interest in the topic, partners are recruited based on the competences needed for the innovation to succeed. For example, the competences needed for identifying and developing business opportunities are different from those needed for implementing a business model or for starting a BoP venture. Often, partners are selected based on their organisational type or their affinity with the subject. Focusing on the necessary competences can help to find the right partners.

Case example In the b iogas socket pilot, TNO and SNV decided to carry out the pilot in Rwanda and Bangladesh, where they had already achieved progress with their biogas digesters programme. Finding

local partners in these countries who could offer the right mix of innovative, entrepreneurial and high-tech capacity to co-create in the development, production and sale of the biogas socket turned out to be difficult. For this reason, partners for the pilot were chosen through SNV’s existing networks in Rwanda and Bangladesh, instead of searching for partners with specific competences beyond these networks. The innovative capabilities of these partners and the quality of the local innovative infrastructure were not assessed in advance. Therefore, it remains unclear whether the scarcity of local innovative partners is due to the infrastructure of the particular countries or that the focus was too much on the existing network and thus overlooked interesting opportunities.

Pilot based insight

Key lesson Invest in connecting with the right partners

Tips- Create a checklist defining the

competences needed for a successful inclusive innovation project team.

- Assess the innovative quality and business capability of potential partners before you decide with whom to carry out the project.

- Be aware that business development capacity needs to be present in the team at a very early stage.

- Invest in a thorough search for partners, beyond your existing network, to find organisations or individuals with new and dissimilar competences who will complement your team.

- Try not to focus on organisations only. Keep in mind that you are looking for people who have the right mix of business skills to develop, produce and sell your innovation locally.


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Opinion

Just as entrepreneurs change the faceof business, social entrepreneurs act asthe change agents for society Dr Al Hammond – Senior Entrepreneur in Residence at Ashoka

Al Hammond at World Entrepreneurship Forum 2011 – Singapore


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While a business entrepreneur might create entirely new industries, a social entrepreneur comes up with new solutions to social problems and then implements them on a large scale.

source: Ashoka

Towards collaborative system solutions

Thousands of social entrepreneurs have been innovating, experimenting and investing both capital and sweat equity in the BoP at a high rate, says Al Hammond. ‘These efforts are beginning to show significant returns in sectors such as low-income housing, off-grid energy, safe drinking water and sanitation, and health.’

Social entrepreneurs are individuals with innovative solutions to society’s most pressing social problems. They are ambitious and persistent, tackling major social issues and offering new ideas for wide-scale change. (source: Ashoka)

Partnering MNCs and social entrepreneurs

Multinational corporations have encountered many challenges in the development of products and services at the Base of the Pyramid. While many see social entrepreneurs as the key to implementing inclusive innovations more effectively, such individual entrepreneurs have only limited resources that cannot be scaled up easily.

‘Social entrepreneurs have the advantage of being flexible and innovative, larger established larger companies are more likely to achieve impact. Combined, different types of organisations can partner up to transform sectors at scale.’

This intriguing emerging trend shows that the strong leadership of large companies is increasingly being reinforced by smaller, more flexible, innovative companies, both international and local. These flexible and innovative ventures are often led by ‘social entrepreneurs’ – individuals with innovative solutions to society’s most pressing social problems.

Added value of social entrepreneurs

According to Scott Anthony, President of Innosight, the ‘sucking sound of the core’ prevents MNCs from being able to deliver new innovations to market. This means that a company’s core structures ‘want’ an innovation to conform to what a company has done before, not what is necessary for success. The ‘sucking sound’ makes innovation slow and complicated. Unlike MNCs, social entrepreneurs often do not have this burden; they possess a natural flexibility, with no standard operating procedures that stand in the way of disruptive and innovative solutions. Social entrepreneurs often emphasise cost reduction as a means to achieve sufficient margins instead of constantly seeking to increase profits through higher sales, and utilise innovative techniques and unconventional practices to serve their market. These characteristics have led to a growing acknowledgement of social entrepreneurs among MNCs with ambitions at the BoP. ‘All these social business networks supported by MNCs are forming a bridge between smaller entrepreneurs with the flexibility to innovate and bigger corporations looking for new business opportunities.’

Collaborative system solutions

Large-scale social change requires broad cross-sector coordination instead of focusing on the isolated, if successful,

intervention of individual organisations. There is a need for organisations that can support a wide range of actors, including MNCs, social and other entrepreneurs, NGOs, knowledge institutions and government bodies. Such organisations will make it possible to start working towards Al Hammond’s ‘collaborative system solutions’. We need to foster social entrepreneurship aimed at finding market-based solutions to poverty in developing countries. Ashoka’s Full Economic Citizenship (Ashoka FEC) programme and the BoP Innovation Center have joined efforts for system change in target sectors such as food, energy and water.

The passage is an excerpt from a blog published by BoPInc on Next Billion net illustrating an emerging type of partnership involving both MNCs and social entrepreneurs. The full blog can be found on www.nextbillion.net/blogpost.aspx?blogid=3084.

Healthpoint Services Global was founded by long-time social entrepreneurs Al Hammond and Amit Jain. They transform health care delivery to patients at the BoP bringing clean drinking water to rural India.

Al Hammond at World Entrepreneurship Forum 2011 – Singapore


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What’s next

Do

The Partnering Toolbook offers an overview of the essential elements that make for effective partnering. This basic manual is used all over the world and many of its tools and frameworks have been adopted by organisations from all sectors and by partnerships operating in many different contexts.

By: Ros Tennyson. Produced by The Partnering Initiative in cooperation with the Global Alliance for Improved Nutrition (GAIN), the United Nations Development Programme (UNDP) and the International Atomic Energy Agency (IAEA).

The Brokering Guidebook illuminates the critical part played by brokers in multi-sector partnerships as both process managers and behind-the-scenes leaders. It focuses on partnership brokering – that essential intermediary function that enables partners to work well together

and ensure the maximum effectiveness of their partnership.

Produced by: IBLF in collaboration with Rio Tinto, UNDP and the UN System Staff College.

The Case Study Toolbook explores the idea that the way partnerships case studies are designed, compiled and communicated can help considerably towards building and disseminating the partnering process in ways that are useful to others rather than simply being boastful about achievements.

By: Sasha Hurrell, Sehr Hussain-Khaliq and Ros Tennyson. Publisher and copyright: International Business Leaders Forum, 2006. Funded by: Alcan, IBLF, Rio Tinto, UNDP.

All toolbooks are available online.www.thepartneringinitiative.orggo to Resources, Toolbook Series

Previous PublicationsInclusive InnovationA Shared value at the Base of the Pyramid

Gaining BoP Insights On finding the BoP market and individuals, to understand the context

Next Publications Co-creating Inclusive Business On the process of including the BoP in your business model

The BoP Innovation Cycle A specific approach to develop innovations at the Base of the Pyramid


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Learn Partnership Resource Centre (PRC) develops online learning modules on the topics of partnering and sustainable development. These modules are based on a huge amount of literature and research experience and give an overview of the academic background of partnerships for development.

Module 1Exploring Partnerships for sustainable development: definitions, types and effectivenessBy: Stella Pfisterer and Andrea da Rosa

Module 2Partnership Monitoring and EvaluationBy: Stella Pfisterer and Cintia Carneiro

PRC offers three academic programmes for executives, business leaders and functional managers. These programmes are non-credit and non-degree granting but offer unique networking and personal career development opportunities for participants. All training programmes are products of the partnerships themselves.

Executive Programme: Effective Partnership Management (EPM) The Maastricht school of Management in partnership with PrC. Three-week certificate-based programme.

Building skills and knowledge for effective multi-stakeholder collaborationThe Partnering Initiative in partnership with PrC. Three-day certificate programme.

Executive Programme for partnerships in non-profit organisationsErasmus Centre for Strategic Philanthropy in close cooperation with PrC.Three-day certificate programme. Learning modules and programs are available online.www.partnershipsresourcecentre.orggo to Knowledge Platform

ReadCross-Sector Partnership Formation By the Partnerships Resource Centre (May 2012)Publications are available on partnershipsresourcecentre.org

CSOs & Business: joint agents for changeBy the Partnerships Resource Centre, Wageningen UR, PSO, ICCOPublications are available on partnershipsresourcecentre.org

Entreprises et entrepreneurs sociaux : ensemble pour répondre aux besoins à la Base de la Pyramide. Réalisée par IMS-Entreprendre pour la Cité et Ashoka, cette étude analyse pour la première fois les enjeux et facteurs de rapprochement entre grandes entreprises et entrepreneurs sociaux sur le BoP.Available on imsentreprendre.com

Engaging fringe stakeholders for competitive imagination Hart, SharmaGoogle the title for a PDF

Catalyzing transformational partnerships between the United Nations and business Global Compact LEAD PDF available on unglobalcompact.org

Reinventing strategies for emerging markets: beyond the transnational model London, Hart Google the title for a PDF

FollowTwitter@TPI_tweets

Bloghttp://thepartneringinitiative.org/w/category/tpi-blog/

LinkedInhttp://www.linkedin.com/groups/Partnering-Initiative-3873079?gid=3873079&trk=hb_side_g

New standards are emerging for good quality partnership brokering. The Partnership Brokers Association offers resources to help build capacity for brokers and for demonstrating the value of good partnership brokering.http://www.partnershipbrokers.org/

Partnerships Brokers training – level 1Partnerships Brokers Association in partnership with NDCO.Four-day skills training and professional development.More information available on www. partnershipbrokers.org

Network

The Partnerships Resource Centre (PRC) is a flexible learning network. It is a real and virtual network of professionals, academics and practitioners around the world who share and collect information about the selection of appropriate partnerships and ways to increase their efficiency, impact and effectiveness.www.partnershipsresourcecentre.org

Inclusive Innovation

BoP Insights

Partnership

Co-creation

BoP Innovation Cycle

This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License

Contact Information

Postal addressBoP Innovation CenterP.O. Box 192193501 DE Utrecht

Telephone+31 (0)30 230 5915

[email protected]

Ecumenical Pharmaceutical NetworkRéseau Pharmaceutique Œcuménique

Supported by

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