Strategic Partnerships Development

Procurement: Treat suppliers as extensions of your enterprise, not transactions. Procurement Excellence | 23 NOV 2025 - In complex global markets, resilient supply chains demand partnerships built on shared destiny, not just contracts. Here are 9 Steps to Create Long-Term Supplier Partnerships: #1. Transparent Communication ↳ Co-develop comms protocols e.g. QBR ↳ Clearly share expectations, goals & challenges #2. Long-Term Contracts ↳ Replace short-term with multi year agreements. ↳ Share long-term roadmaps & cost-savings initiatives. #3. Shared Performance Metrics ↳ Jointly agree and track SMART KPIs. ↳ Define escalation paths & RCA templates #4. Early Supplier Involvement ↳ Involve and recognize vendor’s contributions. ↳ Include key suppliers in product development cycles. #5. Guarantee Timely Payments ↳ Automate payment & consider early payment discounts. ↳ Audit internal processes for bottlenecks. #6. Co-Create Innovation ↳ Create supplier ideation portals & protect IP collaboratively. ↳ Fund joint proof-of-concept projects. #7. Recognize & Reward Excellence ↳Formally acknowledge & reward outstanding suppliers. ↳Bronze (Operational Excellence), Silver (Innovation), Gold (Strategic Impact). #8. Uphold Fairness & Ethics ↳ Interactions & contractual terms are mutually beneficial. ↳ Ensure cost pressures don't force unethical labor. #9. Jointly Manage Risks ↳ Jointly identify risks & develop contingency plans. ↳ Map tier-2/3 suppliers collaboratively. In today's volatile market, Resilient supply chains are built on deep, strategic supplier partnerships. Achieving lasting, mutually beneficial supplier partnerships requires: ✅️ Deliberate strategy ✅️ Centered on trust ✅️ Shared objectives ✅️ Continuous collaboration ♻️ Repost if you find this helpful. ➕️ Follow Frederick for Procurement insights. #ProcurementExcellence #SupplierCollaboration

I've had a few epiphanies in my first year as CRO of 6sense. One big one? There’s a #1, totally clear signal that a customer is planning to renew with you. They TELL you. I came to this shockingly simple realization after spending hours analyzing data science models, digging into all the signals, and trying to predict renewal likelihood. I read a report that said the No. 1 predicter of a renewal is customers tell you. My MIND was BLOWN, and Project “Just Ask” was born. Here’s what it looks like: Part 1. Salespeople are trained to draw out objections, but CSMs not so much. We started by enabling our CS team to explicitly ask customers about their renewal plans. They may not always hear what they want to hear, but knowing is key to a great path forward. We trained our CSMs "Sandler style” — we’ll take a yes, we’ll take a no, but not we will stop at, “I’ll think it over.” We really wanted them to get to the bottom of the situation. Part 2. At the advice of Insight Partners, we kicked off Project “Just Ask” with a bang — or, more accurately, a blitz. In one week, our CSMs called 90% of our customers to ask about their intentions, and we came away with a lot of yes’es whoop whoop and for the no/ maybe’s - all good we now had a plan to get to yes. Part 3. Based on what we learned, we designed mutual success plans with each of those customers using Gainsight. Part 4. Project “Just Ask” is now an ongoing part of our workflow — it's the first step in our 6-step renewal process. After this a-ha moment, things got SO MUCH simpler. We have achieved: ➡ Clarity in forecasting ➡ Direction for the team on starting renewal conversations early and often ➡ MOST importantly, alignment with customers on success. Do we still use data and signals to predict renewals? Of course. But this one proactive, simple, step is a super-powerful and effective tool to add to the toolbox. Would love to hear any and all customer success plays that have worked — please share your best tips/approaches in the comments!

🥗🍱🍝 "Have you eaten?" vs. "How is the weather today?" ☀️🌦️❄️ During a business trip in Asia, I started a meeting with a typical 'German' question about the weather. I was met with puzzled looks until I realized: it's always 31°C in Singapore – what a pointless small talk question! When I then asked the team how they would start a meeting, they suggested asking if and what everyone had eaten. They explained, "With a full stomach, the mind is primed for productivity!" I also remember a German colleague mentioning a product launch in summer. Our Asian colleagues responded, "Which summer do you mean? Here it's always summer!" --- As we work extensively in teams across countries, intercultural competencies are more crucial than ever! Experiences like these help us become more aware of cultural differences and tailor our communication accordingly. We just launched 8 "Culture Videos," featuring insights from Infineon Technologies colleagues worldwide on conversation starters, common pitfalls, meeting protocols, and feedback dynamics. Additionally, we have 12 one-page Learning Nuggets on "How to do business with Germans/Austrians/Indians/Filipinos...". These are quick yet insightful reads. For those needing more in-depth knowledge, we offer a range of intercultural trainings tailored to various professional contexts. 🥨 Now: "What have you eaten and what was your intercultural learning when collaborating with colleagues from different countries?"

Why Cultural Intelligence (CQ) is a CEO’s Big Asset: When I took over as Chairman of Unilever Philippines, I was facing a "fierce competitor" (P&G) in a much more intense market than I had ever seen. I realized that to rally my team, I had to go beyond the language of spreadsheets and PowerPoints. I had to speak the language of the Pinoy spirit. Leading in an "alien" environment requires us to: 1. Listen to the History, Not Just the P&L: Understanding that the Philippines was colonized twice—first by Spain, then by America—explained the unique amalgam of lifestyles. It explained why they value tradition as much as they love the latest global trends. 2. Be an "Immersant," Not a "Tourist": Many expats make the mistake of sticking to their own circles. My wife, Mona, and I made it a point to see the country through the lens of its citizens. When you embrace the local culture, the local team embraces your leadership. 3. Respect the "Invisible Borders": Every country has unwritten rules. In the Philippines, the warmth toward outsiders is matched by a deep sense of national pride. If you don't respect the latter, you will never earn the former. In a market dominated by fierce competitors, understanding the local heartbeat is the difference between satisfactory performance and market leadership. • Resilience: Brands that actively support communities during natural disasters build an emotional bond that transcends price. • Cultural Resonance: Products and campaigns that tap into the pride of Pinoy heritage, their love for fiestas, and their familial values win deeper loyalty. • Relevance: Understanding consumers lifestyle, beliefs and behaviours becomes non-negotiable for relevance. Read more about cultural understanding, competitive battles, leading in an alien environment and much more in my soon to be released book “ A CEO’s BREW”.

After more than a decade recruiting inside PR agencies and now a decade advising high-growth corporate brands on how to build modern corporate affairs teams, I see a widening gap between how agency professionals think corporate communications operates and how it really works. It’s a gap that affects partnership, credibility, and ultimately career growth. Here’s the truth: Corporate communications today is not “PR on the inside.” It is an enterprise function, deeply tied to business strategy, risk, and reputation. Inside a corporation, communicators are expected to: • Shape decisions, not just messaging • Navigate regulatory and political pressure • Build internal alignment across Legal, HR, Finance, Policy, and the C-suite • Manage digital reputation in real time • Forecast stakeholder risk long before it surfaces This is why corporate teams often move differently than agencies. What looks like “slowness” from the outside is usually the result of complex internal dynamics and cross-functional considerations, not a lack of urgency. Another major shift: Corporate Affairs is becoming fully integrated. Communications, government affairs, ESG, brand, and public policy increasingly sit under one leader. Reputation is now an enterprise asset, not a departmental responsibility. The agency professionals who thrive, whether they stay in agency life or eventually move in-house, are the ones who understand: • Influence matters as much as execution • Alignment is as important as speed • Digital intelligence is now foundational • Corporate decisions are driven by risk as much as creativity Agency and corporate worlds are deeply connected. The more clearly we understand each other, the stronger and more strategic our entire communications ecosystem becomes.

After the dinner I organised between Chinese investors and Saudi officials, a Saudi advisor messaged me. "The dinner was excellent. But the Chinese laughing loudly at how the Arabs were eating hot pot was inappropriate. It could damage the partnership." I had already noticed this during dinner and quietly addressed it with the Chinese delegation. They were genuinely surprised, in Chinese culture, laughing together over food mishaps builds rapport. They thought they were being warm and inclusive. But in Arab business culture, laughing at someone's unfamiliarity with food can be read as mockery, not friendliness. Both sides had good intentions. Neither understood how the other would interpret the moment. This is why I spend so much time on cultural briefings before bringing delegations together. One moment of misunderstood laughter can undo months of relationship building. The Saudi officials remained professional throughout, and the Chinese investors sent enthusiastic follow-up messages about collaboration. To an outside observer, the dinner looked successful. But I know that trust develops or breaks in these small cultural moments, not in formal negotiations. My Saudi contact is now arranging cultural training for Chinese workers joining an Aramco project next month. We'll use this as a case study, not as criticism, but as learning. After twenty years of facilitating cross-border partnerships, I've learned that cultural intelligence determines deal success far more than financial terms. The consultants who studied the Middle East will never catch these moments. Cultural fluency comes from being in the room, reading the signals, and managing both sides in real time. Successful partnerships require someone who understands what each side actually means, not just what they say. #CrossCulturalBusiness #MiddleEastBusiness #SaudiArabia #ChinaBusiness #CulturalIntelligence #InternationalPartnerships #BusinessStrategy #GCCMarkets #DealMaking #BusinessNegotiation #GlobalBusiness #MarketEntry #BusinessLeadership #StrategicPartnerships #CulturalAwareness

A CEO recently confessed something to me: "I'm scared to brainstorm with my CFO. Because every idea turns into a two-week project." Not because the CFO wasn't capable. Because the partnership couldn't handle the spontaneity that strategy requires. The best CEO/CFO relationships I've seen have a completely different dynamic: The CEO thinks out loud. The CFO makes the abstract concrete. The conversation flows. Decisions happen. I watched this transformation happen: Before: CEO: "I'm wondering if we should slow hiring in Q2..." CFO: "Let me build out some scenarios and get back to you." [Week passes, momentum is lost] After: CEO: "I'm wondering if we should slow hiring in Q2..." CFO: "Let's look at that. If we push five roles to Q3, here's what happens to runway and here's what it means for the product launch..." [Decision made in the meeting] The CEO told me later: "I didn't realize how much I was self-censoring my strategic thinking." That's the hidden cost nobody talks about. When finance can't keep pace with the CEO's thinking speed, the CEO slows down their thinking. Ideas die before they're explored. Options are eliminated before they're evaluated. Strategy becomes constrained by the mechanics of analysis. The CEOs I talk to aren't looking for CFOs who never make mistakes. They're looking for CFOs who help them think better, faster, together. They want a partner who: → Makes "what if" a quick conversation, not a project → Sees around corners before the turn happens → Brings perspective, not just numbers The infrastructure that enables this kind of partnership doesn't happen by accident. But when it does happen? That's when finance stops being a support function. And becomes the strategic advantage that separates good companies from great ones. #CEO #CFO #StrategicPartnership #Leadership #FPandA #BusinessStrategy

General Ben Hodges: Russia’s Strategic Defeat and the New Reality Ukraine Is Creating Former Commander of U.S. Army Forces in Europe, General Ben Hodges, has offered a comprehensive assessment of the war’s trajectory and outlined key directions for the future. According to him, Russia has already suffered a strategic—not just tactical—defeat, while Ukraine has leveraged this moment to shift the historical balance of power in Europe. Hodges emphasizes that victory is not only about success on the battlefield — it also requires building a stable and secure order after the war. International support, modernization of the Armed Forces of Ukraine, and effective resource mobilization all play critical roles. Here are 15 key insights from General Hodges that shape a strategic vision of the future: 1 Russia can only win if the West gives up. 2 Russia’s war economy is artificially sustained; without oil export revenues, it cannot fight for long. 3 “I have always believed in Ukraine’s victory.” 4 Ukraine’s victory is essential to protecting the rules-based international order. 5 Most NATO armies do not match the combat effectiveness standards of the Ukrainian Armed Forces. 6 We must clearly state: we want Ukraine to win. 7 “Freezing” the war is not peace — it is prolonged aggression. 8 The world must learn from Ukrainians how to fight effectively. 9 This war is multidomain: air, sea, cyber, information, special operations. 10 Ukraine inspires — even if the world does not always respond decisively enough. 11 Every day of Ukrainian resistance changes Europe’s history. 12 Russia has lost initiative and the trust of its own allies. 13 Helping Ukraine means protecting all democracies. 14 This war is not just about territory — it’s a battle for the future of the free world. 15 Ukrainian soldiers are the new standard of courage in the 21st century. Ukraine is not only fighting — it is shaping a new security architecture for Europe. And that is why its victory is in the shared interest of the free world.

📢Exciting News I am pleased to share World Bank Group’s Benchmarking Infrastructure Development website which was just launched, a comprehensive database revealing legal reforms in #PPP governance across regions. Dive into the data & access information on global infrastructure development practices. https://bpp.worldbank.org/ This database provides information on the latest data related to the quality of the legal and regulatory frameworks for preparing, procuring, and managing public-private partnerships (PPPs) and unsolicited proposals (USPs). This latest database update reveals that out of 140 economies assessed, 60 have enacted reforms between June 1, 2019, and June 1, 2022. Those reforms show that economies are improving their scores (range 0–100) as they adopt best practices. While not all regulatory changes impacted the measured benchmarks, the data show score increases in all four thematic areas since the data presented in BID 2020. While not all reforms have had a profound impact on the quality of the legal environment for PPPs, there are notable exceptions.  An important element in establishing a robust PPP framework is the creation of a dedicated PPP unit. The BID website hosts an extraordinary wealth of data that is underpinned by collection efforts in each of the 140 economies covered. Are you curious about regional trends or how different income levels stack up? The revamped BID site's got you covered with aggregate data that is easy to navigate. But that's not all, you can dive deep into the world of good international practices and see how they spread (or not) across the planet. Reader can also get their hands on the full survey for each economy, assess the latest reforms, and spot the practices that are still on the to-do list. Moreover, the user can easily download an economy summary PDF to pinpoint areas ripe for reform. Finally, the full database can be downloaded, and it captures the legal basis for more than 100 questions in the 140 economies. Please note that the forthcoming Benchmarking Infrastructure Development report that is based on this updated database, and which will delve into the reforms in detail and provide valuable insights and analysis on global PPP practices and legal standards, will come out in the next few months.   Those interested in countries of South Asia can access the database and delve deeper.  

Cultural awareness isn’t a ‘soft skill’—it’s the difference between a win and a loss in negotiations. I’ve seen top leaders close multimillion-dollar deals and lose them, all because they misunderstood cultural dynamics. I learned this lesson early in my career. Early in my negotiations, I assumed the rules of business were universal. But that assumption cost me time, deals, and valuable relationships. Here’s the thing: Culture impacts everything in a negotiation: - decision-making, - trust-building, and - even timing. Let me give you a few examples from my own experience: 1. Know the "silent signals": In one negotiation with a Japanese client, I learned that silence doesn’t mean disagreement. In fact, it’s a sign of deep thought. It was easy to misread, but recognizing this cultural trait helped me avoid rushing and respect their decision-making pace. 2. Understand authority dynamics: Working with a Middle Eastern team, I found that decisions often come from the top, but they require the approval of key family members or advisors. I adjusted my strategy, engaging with the right people at the right time, which changed the outcome of the deal. 3. Punctuality & respect: I once showed up five minutes early for a meeting with a South American partner. I quickly learned that arriving early was considered aggressive. In that culture, relationships are built on patience. I recalibrated, arriving at the exact time, and it made all the difference. These are the kinds of cultural insights you can only gain through experience. And they can’t be ignored if you want to negotiate at the highest level. When you understand the subtle, but significant, differences in how people from different cultures approach business, you’re no longer reacting to situations. You’re strategizing based on deep cultural awareness. This is what I teach my clients: How to integrate cultural awareness directly into their negotiation tactics to turn every encounter into a successful one. Want to elevate your negotiation strategy? Let’s talk and stop your next deal from falling apart. --------------------------------------- Hi, I’m Scott Harrison and I help executive and leaders master negotiation & communication in high-pressure, high-stakes situations.  - ICF Coach and EQ-i Practitioner - 24 yrs | 19 countries | 150+ clients   - Negotiation | Conflict resolution | Closing deals 📩 DM me or book a discovery call (link in the Featured section)