From definitions to meaning: What do we actually mean by “partnership”?
In the events world, “partnership” is used to describe a wide spectrum of relationships: from a simple commercial agreement to a long-term, evolving collaboration. But where does a tactical collaboration end and where does a strategic partnership begin?
Participants of the Microlab explored this question through hands-on examples, from host city relations to sponsor engagement and collaborations with scientific societies, drawing on their own experiences.
What emerged was a fragmented picture: conflicting expectations, unclear roles, and often a lack of shared language. But also, a growing awareness: we need a mindset shift. It’s time to stop taking the word “partnership” for granted and start building what it truly means.
Strategic Partnership: from label to process
From the very beginning of the MicroLab, it became clear that the distinction between tactical and strategic is anything but binary. The true objective wasn’t to explain what a strategic partnership is, but to deconstruct it to break down the elements we often take for granted, challenge assumptions, and examine them through fresh perspectives.
To achieve this, the facilitators chose a deliberately provocative and participatory approach, turning the session into a genuine laboratory for deconstruction and reconstruction. Through a role play taken to the extreme, participants were invited to act out typical scenarios from the meetings industry, sparking discussion around the differences between tactical and strategic collaboration, without assigning value judgments.
A key tool in this exploration was the Strategic Partnership Canvas, used to analyse both existing and potential partnerships from the perspective of different stakeholders, PCOs, CVBs, venues, hotels and to prompt fundamental questions: What are we not seeing? Are there untapped opportunities? How can we co-create more value?
Strategy takes time, intention, and mutual trust. And it’s built on a few key pillars that emerged powerfully during the session:
- Shared vision: Having aligned goals is just the beginning. You also need a shared understanding of how to achieve them, and what value each party brings to the table. This includes how decisions are made, how issues are handled, and how credit is shared.
- Clear roles and expectations: Transparency is essential. Knowing who does what, why, and with what resources reduces friction and builds trust. Boundaries, responsibilities, and workflows must be openly defined and co-negotiated.
- Impact measurement: A strategic partnership isn’t only about financial ROI. Qualitative metrics also matter: reputational impact, scientific dissemination, educational value, social contribution. Shared dashboards, regular reviews and legacy KPIs can help capture multidimensional value.
- Culture of reciprocity: Every partner brings something valuable. Breaking out of a client supplier mindset is the first step toward lasting relationships. That means recognising each other’s contributions, valuing diverse expertise, and maintaining open dialogue, even when things aren’t perfect.
In today’s meetings industry talking about strategic partnerships is no longer a theoretical exercise. It’s a pressing operational need. Scientific societies and healthcare companies want more than flawless logistics. They want content that resonates, formats that engage, and outcomes that generate lasting impact: legacy.
A measurable legacy, one that translates into: enhanced reputation and visibility, scientific dissemination beyond the event, educational opportunities for involved professionals, concrete outreach tools for patients, communities, and institutional stakeholder.
In this context, having a strategic partner who can interpret your objectives, create shared meaning, and connect networks, people and knowledge, makes all the difference. A partner who doesn’t just execute, but activates processes and proposes solutions. One who mediates between scientific content, participant experience, and stakeholder goals.
