0 of 12 answered
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Ecosystem design
Strategy, ideal partner profile & recruitment
01. How clearly defined is your ideal partner profile — type, size, market, and use case?
02. Do you have a documented partner value proposition — why partner with you vs. competitors?
03. How structured is your partner recruitment process — sourcing, outreach, and qualification?
04. Can you articulate what "good" looks like for each partner tier or type you work with?
2
Partner growth & activation
Enablement, sales plays & co-selling
05. Do partners have a dedicated sales play with a joint narrative and objection handling?
06. How effective is your partner onboarding at getting partners to their first deal?
07. Do you have active co-selling motions with your partners in the market right now?
08. Do partners actively generate pipeline independently — without hand-holding from your team?
3
Partner programme
Structure, incentives & performance tracking
09. Do you have a formalised partner programme with clear tiers, criteria, and benefits?
10. Are your incentives — financial or non-financial — driving the right partner behaviours?
11. How well do you track partner performance — pipeline contributed, revenue, and engagement?
12. Does your programme create stickiness — making your company genuinely harder to replace?
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Your partner ecosystem score
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Score by pillar
Ecosystem design
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Partner growth
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Partner programme
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Score bracket guide
Early stage
0 – 39%
Partnerships are an idea, not yet an engine
Your ecosystem exists on paper but isn't generating reliable, repeatable revenue. Partners may be signed, but activation is low and there's no structured process connecting partnership activity to outcomes. The biggest risk at this stage is continuing to add partners without fixing the foundation — more partners won't solve an enablement or strategy problem. The immediate priority is to get clear on who the right partners are, why they'd commit to you, and what "winning together" actually looks like in practice.
Define ideal partner profile
Build your partner value proposition
Create first sales play
Establish basic onboarding
Emerging
40 – 59%
Activity exists but the system doesn't
You have real partnership activity — some co-selling, some deals influenced — but it's inconsistent and dependent on a few strong relationships rather than a scalable structure. Results exist in pockets but can't be replicated predictably. The unlock at this stage is codifying what's working: turning your best partner behaviours into documented processes, giving every partner the same enablement that your best partners benefit from, and introducing tracking so you can distinguish high-performing relationships from the noise.
Formalise partner programme tiers
Systematise co-selling motions
Build enablement at scale
Introduce performance tracking
Developing
60 – 79%
Strong foundation — consistency is the gap
Your ecosystem is genuinely well-structured. Partners are enabled, deals are happening, and you have most of the right infrastructure in place. The challenge at this stage is converting isolated wins into a consistent, repeatable motion. You likely have one or two pillars performing well and one holding the overall score back. Closing that gap — whether it's tightening incentive design, building more rigorous QBR cadences, or elevating co-sell sophistication — is what separates a good ecosystem from one that becomes a real competitive moat.
Close your lowest-scoring pillar
Sharpen incentive ROI
Introduce QBR rhythm
Build partner-led pipeline plays
High performer
80 – 100%
Ecosystem is a growth engine — now scale it
Your partner ecosystem is operating as a genuine revenue multiplier. Partners are active, incentivised correctly, generating independent pipeline, and embedded into your go-to-market in a way that's hard to replicate. At this level the focus shifts from building to optimising: refining your tier structure as you scale, exploring marketplace and hyperscaler partnerships, expanding into adjacent partner segments, and ensuring your programme creates the kind of deep embeddedness that makes you genuinely hard to displace. The risk to guard against is complacency — ecosystems erode without active investment.
Optimise partner tier structure
Explore hyperscaler programmes
Expand to adjacent segments
Deepen strategic embeddedness