Case studies are important because it is vital to learn from the work of other organisations.

We have undertaken many case studies for different organisations and partnerships. These are intended to show how different organisations have tackled the challenges of cross-sector partnership.  Lessons from these inform all our publications and training programmes. Some of these case studies have been made available, including:

Conflicting Cultures: Lessons from a UN/Business Partnership

September 2007

Conflicting Cultures is a fascinating and highly revealing fictionalised account of a real partnership between a UN agency and a multi-national company. The case study uncovers some of the difficulties encountered by those partnering across two radically different types of organisation.
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Rio Tinto: Tackling the cross-sector partnership challenge
September 2006

This paper explores one multi-national corporation’s adoption of cross-sector partnering as a key element in building a sustainable and successful company. It examines how Rio Tinto has moved systematically from a number of somewhat ad hoc sponsorship arrangements towards a coherent community engagement programme and, more recently, a series of strategic partnerships with NGOs and others.
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Vodafone Foundation case study: Collaboration
December 2007

Collaboration is the case study of a three-year flagship Vodafone UK Foundation partnership between three UK charities: Samaritans, Shelter and YouthNet. The case study, produced by The Partnering Initiative, tracks the partnering journey of the three organisations as well as the catalysing and innovative role that the Foundation played in fostering collaboration between them. The outcomes and lessons learned from this partnership have influenced the Foundation’s decision in the way they have structured their new flagship programme, Reach.
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