Why We Work Overview
Why the “Strategic Partnership” and a “Strategic Alliance” with BasePoint Group, Ltd. Works
Technology changes approximately every 90 days.
The pace of technology is creating changes within our market at a faster and faster pace, and independent firms are better able to adjust to the new ways of communications and all phases of production. This is possible because independent firms have learned to operate leaner and are run more efficiently than their larger counterparts. Independent firms are more flexible than an organization with many layers of management personnel. Large in-house firms have a tendency to respond to each new project with the same answers that were used in the past, sometimes long past the acceptable level of today’s client’s knowledge base. We are constantly seeing clients with a higher level of exposure to today’s available technology, and they expect their consultants to exceed their levels. The “Cookie Cutter” mentality is long gone and unacceptable in today’s market place. Within the BPG structure we not only support and thoroughly investigate each new idea and concept, we expect our “Team” to bring them to the table with preparedness as to how our client can benefit from these new ideas and concepts.
Integrated Project Delivery
Integrated Project Delivery (IPD) is a project delivery approach that integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to optimize project results, increase value to the owner, reduce waste, and maximize efficiency through all phases of design, fabrication, and construction. IPD principles can be applied to a variety of contractual arrangements and IPD teams can include members well beyond the basic triad of owner, architect, and contractor. In all cases, integrated projects are uniquely distinguished by highly effective collaboration among the owner, the prime designer, and the prime constructor, commencing at early design and continuing through to project handover. (AIA)
Strategic Alliances
Alliance Defined: A strategic alliance is when two or more businesses join together for a set period of time. The businesses, usually, are not in direct competition, but have similar products or services that are directed toward the same target audience.
One of the fastest growing trends for business today is the increasing number of strategic alliances. According to Booz-Allen & Hamilton, strategic alliances are sweeping through nearly every industry and are becoming an essential driver of superior growth. Alliances range in scope from an informal business relationship based on a simple contract to a joint venture agreement in which for legal and tax purposes either a corporation or partnership is set up to manage the alliance.
For small businesses, strategic alliances are a way to work together with others towards a common goal while not losing their individuality. Alliances are a way of reaping the rewards of team effort - and the gains from forming strategic alliances appear to be substantial. Companies participating in alliances report that at much as 18 percent of their revenues come from their alliances. (e-COACH)
Strategic Partnering
Partnership Defined: Partnership is a voluntary collaborative agreement between two or more parties in which all participants agree to work together to achieve a common purpose or undertake a specific task and to share risks, responsibilities, resources, competencies and benefits.
Why Partner with Others? Meaningful partnerships are the foundation for success. Partnership’s is what enables many companies to make continuous improvements. By sharing with others, you can direct your resources and capabilities to projects you consider most important. (e-COACH)?
Key Features of the Partnership:
•The voluntary nature of partnerships
•Common interest
•The mutual dependency that arises from sharing risks, responsibilities, resources, competencies and befits
•Synergy – the concept of value added or the total being greater than the sum of its individual parts
•Explicit commitment or agreement on the part of the participants
•Working together – in the most strategic partnerships, the partners work together at all levels and stages, from the design and governance of the initiative to implementation and evaluation.
•Complementary support
•Shared competencies and resources – partnerships are a mechanism to leverage different types of resources and competencies, including, but not only, money.
•Good communication
•Respect and trust
