In my experience with various mobile projects, the challenge of managing too many partners in a venture often arises. This typically involves different entities handling distinct aspects such as content creation, software development, sales and marketing.
There are two critical issues. Firstly, dividing profits sensibly among all parties becomes challenging. Secondly, managing requirements and implementing changes becomes cumbersome due to excessive communication needs, overshadowing actual project execution.
Resource allocation is another area where complexities emerge. Each partner may prioritise different project facets, leading to inefficiencies and disputes over the allocation of finances, time and personnel.
It’s common for one or more parties to forego profits, perhaps as a trial or for a limited period. However, this approach is flawed because without tangible benefits, partners may withdraw, risking project collapse.
Too many partners often dilutes the project’s direction. With everyone (and no one) responsible for requirements, misunderstandings occur, issues may be overlooked and projects can falter for preventable reasons. Moreover, with multiple stakeholders, intellectual property rights issues become intricate, leading to disputes over ownership and usage rights.
Should a partner decide to exit the project or if a dissolution of partnership is needed, the presence of numerous partners complicates the division of assets, intellectual property and responsibilities.
To mitigate these issues, it’s advisable to limit the number of partners. Opting for upfront payments rather than revenue sharing can simplify financial arrangements. Engaging partners willing to contribute without immediate financial gain should only be considered if they derive other benefits, such as publicity or customer sharing for other products.
If a project must involve several parties, ensuring one entity retains overall control is crucial. Implementing processes that facilitate swift decision-making and minimise the need for extensive cross-party meetings is essential. Establishing a clear procedure for partner withdrawal is also important, as is having backup suppliers or partners to reduce the risk of project disruption.
While business partnerships can bring valuable resources, expertise and networks to a mobile project, navigating the associated challenges is critical for success.
