Collectively, partners can achieve more than individually: they perceive mutual dependence (funding, expertise, facilities, network or manpower). Acknowledging the complementarity of partners, adopting an interdepartmental approach. Viewing co-creation as a way to address issues from a chain-wide, interdisciplinary perspective. Commitment (engagement) among all the parties, considering ways to capitalise on opportunities. Commitment can differ widely in terms of time, duration, and nature. Clearly expressing and collectively acknowledging the requested engagement.

Common goal and added value for each partner

Pursuing a common goal, entertaining a vision comprising added value for each partner, are preconditions for considering a feasible project proposal. However, certain aspects of such a proposal may be elaborated by an individual partner, based on the common ground. Working towards setting down the vision in a structure, a recognised partnership on paper (a charter or gentlemen’s agreement, rather than a formal contract right away), and acting on that basis; ensuring that each partner will benefit from the collaboration.

Open communication and transparency as a basis for trust

Consciously building up trust between partners through open communication and transparency. Adopting a bottom-up approach, getting to know one another’s working methods with reference to concrete projects. Feeling it click.

Allowing partners to express what they believe in, what they expect to gain from the collaboration, how they will go about it to achieve this goal. Actively listening to understand what other parties mean. Tabling specific needs of the stakeholders in order to develop, feed, and elaborate a meaningful and innovative project. > Allowing information to be shared and the partner relationship to work.