---
name: "run-partner-strategy-and-operations"
description: "Use when the partnerships org needs an operating layer: annual planning, invest/divest calls, revenue and capacity models, objectives, and cadence."
triggers: ["partner annual plan", "invest or divest a partner", "partner capacity model", "partnerships OKRs", "rhythm of business", "account mapping feed", "partner revenue targets"]
version: "1"
---
# Run partner strategy and operations
Use this when the partnerships organisation itself needs an operating
layer. Start from the partner portfolio, trailing revenue and capacity
numbers, the planning year and fiscal calendar, the current objectives,
and the systems in play.
## Run annual planning
Draft an invest, divest, or hold call per partner with one line of
evidence each. Set the revenue target per tier. Size the capacity — heads,
market development funds (MDF), sales-engineering hours — that each
invest bet needs. A bet with no capacity line is a wish, not a plan.
Score each invest bet on both sides of the ledger: quantitative (mutual
customers, installs, overlap counts) and qualitative (ICP fit,
engagement, the partner's own sales and marketing resource,
account-mapping status).
Every invest bet gets a joint business plan co-signed with the partner,
naming the resources in and the revenue out.
Run a bilateral executive health-check survey with each strategic partner
at least annually, and feed it into the portfolio read.
## Build the revenue and capacity model
Sourced and influenced targets by segment, headcount and budget lines per
motion, and the quarterly ramp. Every number names its source system;
modelled numbers stay INFERENCE until the owner confirms them.
Measure co-sell on the five ecosystem-led growth metrics —
ecosystem-sourced revenue, ecosystem-sourced pipeline, co-sell win rate
against baseline, deal size, and cycle time — with a percentage influence
attribution per partner, so sourced revenue is never over-counted.
## Set the objectives and the rhythm of business
Quarterly objectives with at most five key results. A weekly operations
review, a monthly portfolio read, and a quarterly business review of the
partnerships organisation itself. Each forum names its owner, its inputs,
and the one decision it exists to make.
Per strategic alliance, pair an executive sponsor on each side and run a
quarterly joint steering committee that opens on metrics, milestones, and
new risks, works the exceptions and trends, and logs every decision with
an owner and a due date.
## Automate the plumbing
Name the system of record per metric, the export or sync that feeds it,
and the owner of each feed. Fix the feed before arguing about the number.
Include the account-mapping feed and a no-naked-deals coverage norm, so
every key deal carries its ecosystem influence rather than acquiring it
retroactively.
## What you hand back
The annual plan with its invest and divest calls, the revenue and
capacity model, the objective set, and the rhythm-of-business calendar.
## Fallbacks
No trailing numbers means planning from owner-stated targets marked
INFERENCE, with the first agenda item being to stand up the feed. No
systems means sheets first, with a named migration path.
No plan, target, or invest/divest call goes to a partner or to leadership
without your explicit yes.