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PARTNERNOMICS ELLA-MENT INSTRUCTION BLOCKS
Module 7: System Scanner Pipeline
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Detailed instruction specifications for all 14 ella-ments used across the
Partnernomics system. These blocks define what each ella-ment controls, when
it activates, how it connects to other ella-ments, and how to validate that
it's working correctly.

Format for each ella-ment:
  ELLA-MENT: [Code] — [Name]
  GOVERNS: [What this ella-ment controls in content output]
  ACTIVATE: [Conditions that trigger loading this ella-ment]
  CONNECTS TO: [Other ella-ments this one references or feeds]
  ENFORCE: [Quality check to verify ella-ment is being used correctly]

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ELLA-MENT: A1 — COMPANY POSITIONING
Tier: Required (Standard)

GOVERNS:
  - How you position your company relative to the market
  - What value proposition you lead with in partnership conversations
  - Competitive differentiators referenced in partner recruitment messaging
  - Company mission and values statements used in Term Sheet "Company Section"
  - Growth strategy that informs partnership rationale
  - Brand voice and tone used across all partnership communications

ACTIVATE:
  - Automatically loaded when person running system begins onboarding
  - Referenced during Strategic Partnering Plan development (when defining approach)
  - Required input when building Brand Voice & Partnership Value Prop (C1)
  - Referenced during Term Sheet creation (Company Section asks for company vision/mission)
  - Used as context when designing partner recruitment materials

CONNECTS TO:
  - A2 (Partnership Program Vision & Goals) — your company's growth strategy feeds partnership goals
  - C1 (Brand Voice & Partnership Value Prop) — company positioning forms foundation for partner value prop
  - D1 (Partnership Context) — company positioning provides context for business drivers
  - D5 (Strategic Partnering Plan) — company positioning informs approach and SWOT analysis
  - D6 (Non-Binding Term Sheet) — company section uses positioning as foundation

ENFORCE:
  Quality check: Does your partnership value proposition clearly flow from your
  company positioning? Can someone read Company Positioning and understand why
  your partnership offer makes sense? Does every partnership conversation
  reflect your authentic company positioning (not a generic pitch)?

  Test: Show company positioning statement to 3 partners; ask "Does this match
  how you see us?" If answer is no, positioning needs refinement.

───────────────────────────────────────────────────────────────────────────────

ELLA-MENT: A2 — PARTNERSHIP PROGRAM VISION & GOALS
Tier: Required (Standard)

GOVERNS:
  - The 3 primary S.M.A.R.T. goals for entire partnership program
  - What success looks like and how you measure it across all partnerships
  - Success metrics that cascade into First 90-Days Plans (every partner plan references these)
  - Leading/lagging indicators used in monthly PBRs
  - Targets used in quarterly optimization reviews
  - Executive reporting focus (what matters to leadership about partnerships)

ACTIVATE:
  - Automatically loaded when person running system defines partnership program goals
  - Referenced during Strategic Partnering Plan creation (Component 12 is 3 goals)
  - Input to First 90-Days Plan design (partner goals adapt from these overarching goals)
  - Referenced during monthly PBRs (individual partner metrics ladder up to program goals)
  - Referenced during quarterly optimization reviews (are we on track to hit goals?)

CONNECTS TO:
  - A1 (Company Positioning) — company growth strategy informs partnership goals
  - D5 (Strategic Partnering Plan) — SPP component 12 is structured as A2 goals
  - D7 (First 90-Days Plan) — partner goals are adapted from A2 (quarterly breakdown)
  - D8 (Tracking & Optimization Framework) — metrics dashboard tracks progress toward A2 goals

ENFORCE:
  Quality check: Are A2 goals truly S.M.A.R.T.? Can you explain to anyone why
  you chose these 3 goals? Do all your partners understand how their individual
  goals ladder up to these program goals?

  Test: Pull 2 random First 90-Days Plans; confirm that each partner's goals
  are clearly adapted from A2 program goals. Ask partners "How does this partnership
  help us hit our program goals?" If they can't answer, A2 isn't clear enough.

───────────────────────────────────────────────────────────────────────────────

ELLA-MENT: B1 — IDEAL CUSTOMER PROFILE (ICP)
Tier: Required (Standard)

GOVERNS:
  - Who your target partners should be reaching (partner sourcing filter)
  - What types of customers qualify as a "partnership-sourced lead"
  - Customer segmentation that informs partner scoring and evaluation
  - Messaging and use cases featured in partner recruitment and pitch materials
  - Team composition (sales, marketing, implementation) because ICP affects how partners engage
  - Definition of "qualified lead" in partner agreements

ACTIVATE:
  - Automatically loaded when person running system defines ICP (Playbook 1)
  - Referenced when building Partner Ecosystem Analysis (D2) — which partners serve your ICP?
  - Referenced when defining Ideal Partner Profile companies (D3) — what firms serve your ICP?
  - Referenced during partner sourcing (PB5) — are sourced candidates in firms that serve our ICP?
  - Referenced during discovery calls (E2 script) — qualifying questions reference ICP
  - Referenced during partner evaluation (E3-E4) — scoring tool checks if partner can reach ICP
  - Used in drafting "Qualifications Section" of Term Sheet (what customer overlap do we need?)

CONNECTS TO:
  - A2 (Program Goals) — program revenue goals depend on defining right target customer
  - B2 (Customer Buying Journey) — builds on B1 by mapping how ICP moves through buyer journey
  - D2 (Partner Ecosystem Analysis) — uses B1 to identify which ecosystem partners serve your ICP
  - D3 (IPP Company Profile) — uses B1 to define "serves our ICP" as selection criteria
  - D5 (Strategic Partnering Plan) — ICP informs SPP approach and opportunity size
  - D6 (Term Sheet) — Qualifications section references ICP requirements

ENFORCE:
  Quality check: Is B1 built from real customer data (not assumptions)? Can you
  confidently say "A [ICP description] customer fits our partnership program" based
  on evidence? Do your partners understand who they should target?

  Test: Show ICP to 5 current customers; ask "Is this how you'd describe yourself?"
  If they don't recognize themselves, ICP needs refinement. Ask partners "Would you
  prioritize selling to [ICP description] customers?" If they hesitate, ICP isn't
  clear or compelling enough.

───────────────────────────────────────────────────────────────────────────────

ELLA-MENT: B2 — CUSTOMER BUYING JOURNEY & INFLUENCE MAP
Tier: Strongly Preferred (Standard)

GOVERNS:
  - Which partner types can influence each stage of customer buying journey
  - What activities partners should do at each buyer stage (not one-size-fits-all)
  - Lead type qualification (is this a "partner-influenced opportunity"?)
  - Partner engagement strategy (do we ask partners to run events? Provide introductions? Co-sell?)
  - Training content for partners (what knowledge do they need at each journey stage?)
  - Go-to-market strategy for multi-partner plays (which partners collaborate at which stage?)

ACTIVATE:
  - Referenced when building Partner Ecosystem Analysis (D2) — maps before/during/after journey
  - Referenced when building IPP Leader Persona (D4) — what does partner leader need to know about journey?
  - Referenced when designing First 90-Days Plan (D7) — which partners drive which activities?
  - Referenced when building partner enablement materials (what should we teach partners?)
  - Used in designing joint go-to-market activities (Playbook 10 plays)

CONNECTS TO:
  - B1 (ICP) — B1 defines "customer" that takes journey
  - D2 (Partner Ecosystem Analysis) — explicitly maps before/during/after journey stages
  - D3 (IPP Company Profile) — uses journey to define which company types to target
  - D4 (IPP Leader Persona) — what leader personas need to understand customer journey?
  - D5 (Strategic Partnering Plan) — approach section mentions which partners influence which stages
  - D7 (First 90-Days Plan) — goals and activities reference journey stages

ENFORCE:
  Quality check: Can you describe the customer buying journey clearly? For each
  journey stage, can you name 2-3 partner types that influence that stage? Do your
  partners understand their role in the journey?

  Test: Draw the journey and influence map on whiteboard; show to 3 partners and
  ask "Do you see yourself here? Where do you add most value?" If they can't point
  to specific journey stages, B2 isn't detailed enough.

───────────────────────────────────────────────────────────────────────────────

ELLA-MENT: C1 — BRAND VOICE & PARTNERSHIP VALUE PROPOSITION
Tier: Strongly Preferred (Standard)

GOVERNS:
  - How you describe partnership benefits to prospective partners
  - Tone and messaging used in all partner recruitment communications
  - What value proposition you emphasize (revenue opportunity? Customer access? Brand lift?)
  - Partner enablement messaging (what's our brand voice when training partners?)
  - Co-marketing materials tone and style
  - How partners should describe your company in their materials

ACTIVATE:
  - Referenced when building Term Sheet (C1 informs "Opportunity Section" and "Company Section")
  - Referenced during partner recruitment outreach (what value do we lead with?)
  - Referenced when creating partnership pitch deck or recruitment presentation
  - Referenced when designing partner enablement materials
  - Referenced when creating co-branded collateral (G2 play — co-branded one-pager)
  - Used to brief sales team on partnership messaging

CONNECTS TO:
  - A1 (Company Positioning) — C1 translates A1 into partner-facing language
  - D6 (Non-Binding Term Sheet) — Opportunity Section heavily uses C1 value prop
  - Partner recruitment materials (not an ella-ment, but uses C1)
  - Co-marketing materials (G2 — co-branded one-pager uses C1)
  - Case study materials (G3 uses C1 voice)
  - Partner enablement content

ENFORCE:
  Quality check: Can you summarize your partnership value proposition in 1-2
  sentences? Is this value prop authentic to your company (not a generic pitch)?
  Does C1 explain WHY a partner would want to join your program?

  Test: Show C1 to 3 prospective partners; ask "Does this convince you to have
  a conversation?" If they say "Maybe" or "I need more info," C1 isn't compelling.
  Ask partners "Why did you join our program?" — their answer should match what's
  in C1.

───────────────────────────────────────────────────────────────────────────────

ELLA-MENT: C2 — BRAND POSITIONING IN PARTNER ECOSYSTEM
Tier: Optional (Standard)

GOVERNS:
  - How you want to be perceived by partners (vendor? Peer? Platform?)
  - Engagement depth (do you want deep technical relationships or loose referral relationships?)
  - Partner selection criteria (certain partner types are strategic fit, others aren't)
  - Co-selling strategy (do you want to co-sell or just get referrals?)
  - Partner portfolio strategy (exclusive relationships vs. many partners?)
  - Competitive positioning (vs. other platforms or channels partners might work with)

ACTIVATE:
  - Referenced when defining Ideal Partner Profile Company (D3) — C2 informs what "strategic fit" means
  - Referenced when designing engagement model (deep collaboration vs. light referral?)
  - Referenced during partner evaluation (does partner see us the way we want to be seen?)
  - Referenced during First 90-Days Plan design (how much integration do we want?)
  - Optional; not every play requires it, but it shapes strategy decisions

CONNECTS TO:
  - A1 (Company Positioning) — C2 is external expression of internal positioning
  - D3 (IPP Company Profile) — C2 informs what types of companies are "strategic fit"
  - D5 (Strategic Partnering Plan) — approach section references C2 positioning
  - First 90-Days Plan (D7) — engagement depth flows from C2
  - Partner engagement strategy (not an ella-ment, but informed by C2)

ENFORCE:
  Quality check: Can you articulate in 1-2 sentences how you want partners to
  perceive you? Is this positioning realistic? Does your engagement model match
  your desired positioning?

  Test: Ask 3 active partners "How would you describe your relationship with us?"
  Their answer should match C2 positioning. If they say something different, either
  C2 isn't clear, or you need to adjust your engagement model.

───────────────────────────────────────────────────────────────────────────────

ELLA-MENT: D1 — PARTNERSHIP CONTEXT
Tier: Required (Custom Partnernomics)

GOVERNS:
  - Why partnerships are strategically important to your business
  - Business drivers that create urgency around partnerships
  - Competitive context (why now?)
  - Market trends and customer demand that make partnerships relevant
  - Revenue and growth targets that partnerships are meant to support
  - Internal alignment on partnership rationale (why should sales care? Why should ops invest?)

ACTIVATE:
  - Automatically loaded when beginning to define partnership strategy (early in planning)
  - Referenced when building Strategic Partnering Plan (D5) — SPP Components 1-3 build on D1
  - Referenced during partner recruitment (explaining why partnerships matter)
  - Referenced during quarterly leadership reviews (business drivers still valid?)
  - Referenced when briefing board on partnership strategy

CONNECTS TO:
  - A1 (Company Positioning) — company growth strategy creates partnership need
  - A2 (Program Goals) — D1 context informs what program goals should be
  - D5 (Strategic Partnering Plan) — D1 becomes SPP Components 1-3 (Executive Summary, Problem Statement, Purpose Statement)
  - Partner recruitment materials (D1 informs pitch)
  - Leadership alignment conversations (D1 is business case)

ENFORCE:
  Quality check: Can you explain in business terms (not partnership jargon) why
  your company is pursuing partnerships now? Is this rationale compelling to
  leadership? To partners?

  Test: Run D1 by CFO and VP Sales; ask "Does this make sense for our business?"
  If they say "Maybe" or "Partnerships are nice to have," D1 context isn't
  compelling enough. Ask a prospective partner "Does this match what you're
  seeing in the market?" If they disagree, D1 context needs refinement.

───────────────────────────────────────────────────────────────────────────────

ELLA-MENT: D2 — PARTNER ECOSYSTEM ANALYSIS
Tier: Required (Custom Partnernomics)

GOVERNS:
  - Which company types are valid partnership candidates (and which aren't)
  - How you filter and prioritize potential partner categories
  - What "complementary" means for your business (100% complementary, 0% competitive)
  - Customer journey stages and which partners influence which stages
  - Market intelligence about ecosystem structure and relationship patterns
  - Sourcing strategy (which channels to use, which categories to prioritize)

ACTIVATE:
  - Automatically loaded when building Partner Ecosystem Analysis (Playbook 2)
  - Referenced when building IPP Company Profile (D3) — ecosystem becomes target partner types
  - Referenced during partner sourcing (PB5) — sourcing focuses on validated ecosystem categories
  - Referenced during partner evaluation (does candidate fit into identified ecosystem?)
  - Updated annually or when entering new market segment

CONNECTS TO:
  - B1 (ICP) — ecosystem analysis asks "Which partners serve our ICP?"
  - B2 (Customer Journey) — ecosystem maps journey stages (before/during/after)
  - D3 (IPP Company Profile) — ecosystem categories become D3 target company types
  - D4 (IPP Leader Persona) — ecosystem informs what decision-makers at partner companies matter
  - D5 (Strategic Partnering Plan) — ecosystem shapes approach definition (which partner types?)
  - Partner sourcing strategy (PB5 uses D2 as filtering criteria)

ENFORCE:
  Quality check: Does your ecosystem map include 10+ distinct, complementary
  partner categories? Are these categories validated by real customers (not guesses)?
  Can you explain why each ecosystem category is important?

  Test: Ask 5 customers "Besides [your product], who else do you work with to
  solve [problem]?" Their answers should validate D2 ecosystem categories. Ask
  3 prospective partners "Is this how you see the ecosystem?" If they push back,
  D2 analysis needs refining.

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ELLA-MENT: D3 — IDEAL PARTNER PROFILE – COMPANY PROFILE
Tier: Required (Custom Partnernomics)

GOVERNS:
  - Which specific company types you should pursue (and which to avoid)
  - What firmographic attributes matter most (size, revenue, geography, experience)
  - Importance weighting for selection criteria (which factors are deal-breakers?)
  - Partner sourcing targeting (which companies fit your profile?)
  - Partner evaluation scoring (how close is this candidate to your ideal?)
  - Definition of "high-probability partner candidate"

ACTIVATE:
  - Automatically loaded when building Ideal Partner Profile — Company (Playbook 2)
  - Referenced during partner sourcing (PB5) — sourcing teams use D3 to target candidates
  - Referenced during discovery calls (do they fit firmographic profile?)
  - Referenced during partner evaluation (E3-E4) — scoring tool uses D3 criteria
  - Referenced during partner shortlisting (does candidate meet D3 requirements?)

CONNECTS TO:
  - D2 (Partner Ecosystem Analysis) — D2 ecosystem categories become D3 target company types
  - D4 (IPP Leader Persona) — company profile and leader persona together define ideal partner
  - D5 (Strategic Partnering Plan) — D3 informs "target partner profile summary"
  - D6 (Term Sheet) — Qualifications Section uses D3 to define required vs. preferred
  - Partner sourcing (PB5 uses D3 as sourcing filter)
  - Partner evaluation (PB6 scores candidates against D3 criteria)

ENFORCE:
  Quality check: Can you score any real company against D3 criteria? Are your
  importance weights realistic (are you really willing to walk away from a great
  partner just because they don't match a "nice-to-have" criterion)? Are weighted
  criteria actually predictive of partnership success?

  Test: Score 5 current partners against D3 criteria. Are they all near your ideal?
  If some are very different, either D3 is wrong or you're picking wrong partners.
  Ask a partner "Did you think you fit our ideal profile when we were talking?"
  If they say "I didn't know," D3 wasn't communicated clearly enough.

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ELLA-MENT: D4 — IDEAL PARTNER PROFILE – PARTNER LEADER PERSONA
Tier: Required (Custom Partnernomics)

GOVERNS:
  - Who you should target at partner companies (job titles, reporting relationships)
  - What personality traits and decision-making styles predict partnership success
  - Red flags that signal this leader personality will struggle with partnership
  - Green flags that signal partnership success potential
  - Communication approach for different leader personas
  - Partnership success probability based on leader fit

ACTIVATE:
  - Automatically loaded when building IPP Leader Persona (Playbook 2, Play 3)
  - Referenced during partner sourcing (PB5) — "who do we ask to talk to?")
  - Referenced during discovery calls (E2 script uses D4 insights about decision-makers)
  - Referenced during partner evaluation (E3-E4) — scoring includes leader assessment
  - Referenced during partner shortlisting (is the leader someone we can work with?)

CONNECTS TO:
  - D3 (IPP Company Profile) — company and leader profiles together define ideal partner
  - D5 (Strategic Partnering Plan) — D4 informs "target partner profile summary"
  - D6 (Term Sheet) — "Team Structure Section" uses D4 insights
  - Partner sourcing (PB5 — "who do we ask for?")
  - Partner evaluation (PB6 includes leader assessment)
  - Partner negotiation (PB7 — understanding what motivates partner leader)

ENFORCE:
  Quality check: Can you describe your ideal partner leader in specific terms
  (job title, background, decision-making style)? Are red flags and green flags
  based on real partnership success/failure patterns? Can you predict partnership
  success based on leader assessment?

  Test: Conduct discovery call with partner leader; afterwards, score them against
  D4 green/red flags. 6 months later, assess partnership performance. Did green
  flags actually predict success? Did red flags predict struggles? If your
  predictions were wrong, D4 needs refinement.

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ELLA-MENT: D5 — STRATEGIC PARTNERING PLAN (SPP)
Tier: Required (Custom Partnernomics)

GOVERNS:
  - Overall partnership program strategy (approach, goals, resource allocation)
  - Leadership alignment on partnership rationale and approach
  - Risk identification and mitigation (what could go wrong? How will we handle it?)
  - Resource commitment (who owns partnerships? What budget?)
  - Success metrics at program level (3 S.M.A.R.T. goals)
  - Gating criteria (when should we pivot or stop?)

ACTIVATE:
  - Automatically loaded when building Strategic Partnering Plan (Playbook 3)
  - Referenced when creating Term Sheet (D6) — SPP goals inform term sheet deal structure
  - Referenced when designing First 90-Days Plan (D7) — partner goals adapt from SPP goals
  - Referenced monthly in Partner Business Reviews (are we on track to SPP goals?)
  - Referenced quarterly in optimization reviews (should SPP strategy still hold?)
  - Referenced when briefing board (SPP is the business case for partnerships)

CONNECTS TO:
  - A2 (Program Goals) — D5 Component 12 documents A2 in structured format
  - D1 (Partnership Context) — D1 becomes D5 Components 1-3
  - D2-D4 (IPP/Ecosystem) — D5 Approach section references D2-D4
  - D6 (Term Sheet) — SPP goals inform Term Sheet terms
  - D7 (First 90-Days Plan) — partner goals ladder up to D5 goals
  - D8 (Tracking Framework) — dashboard metrics track progress toward D5 goals
  - All downstream partnership activities (sourcing, evaluation, launch, management)

ENFORCE:
  Quality check: Is SPP truly ratified by leadership (not just a document that
  sits on shelf)? Are the 3 S.M.A.R.T. goals ambitious but achievable? Can every
  partner explain how their partnership helps hit SPP goals?

  Test: Show SPP to leadership team; ask "Do you understand this and agree with it?"
  If answer is "Sort of," SPP isn't clear. Ask 3 active partners "What are your goals
  for this partnership and how do they fit with our program goals?" Their answer
  should clearly tie to D5 goals.

───────────────────────────────────────────────────────────────────────────────

ELLA-MENT: D6 — NON-BINDING TERM SHEET TEMPLATE
Tier: Required (Custom Partnernomics)

GOVERNS:
  - Partnership offer structure (what are you offering?)
  - Deal terms (commission %, exclusivity, territory, term length)
  - Qualification criteria (who should apply? Who shouldn't?)
  - Expected partner deliverables (what do you expect from partners?)
  - Communication and relationship expectations
  - Fast qualification tool (gets prospective partners to yes/no quickly)

ACTIVATE:
  - Automatically loaded when building Term Sheet (Playbook 4, Play 1)
  - Used in every partner recruitment conversation (share with each prospect)
  - Referenced during discovery calls (D6 answers prospective partner questions)
  - Referenced during partner negotiation (D6 is starting point for negotiations)
  - Customized for each prospective partner (but same core structure)
  - Updated annually based on market feedback and deal evolution

CONNECTS TO:
  - C1 (Brand Voice & Partnership Value Prop) — D6 Opportunity Section uses C1
  - D3 (IPP Company Profile) — D6 Qualifications Section uses D3 criteria
  - D4 (IPP Leader Persona) — D6 Team Structure and Communication Sections informed by D4
  - D5 (Strategic Partnering Plan) — D6 terms reflect D5 approach and goals
  - Partner recruitment materials (D6 is core recruitment tool)
  - Negotiation Matrix (PB7) — starts with D6 as baseline

ENFORCE:
  Quality check: Can a prospective partner understand your offer in 5-10 minutes?
  Are terms clear enough that they can decide yes/no quickly? Are terms realistic
  (would good partners accept them)?

  Test: Show D6 to 3 prospective partners; ask "Could you decide whether you're
  interested in 30 minutes?" If they say "We'd need more info," D6 isn't clear
  enough. Track how many partners move from "interested" to "negotiating" after
  seeing D6. If it's less than 50%, terms might be too aggressive.

───────────────────────────────────────────────────────────────────────────────

ELLA-MENT: D7 — FIRST 90-DAYS PLAN TEMPLATE
Tier: Required (Custom Partnernomics)

GOVERNS:
  - Partnership launch plan and execution roadmap (per partner)
  - Roles and governance structure (who's responsible for what?)
  - Goals and milestones for first 90 days (quarterly breakdown of D5 goals)
  - Metrics and data infrastructure for partnership (what you measure)
  - Communication cadence and meeting structure (monthly PBRs, weekly syncs)
  - Onboarding requirements and timeline
  - First activities that generate momentum (not waiting 6 months for results)

ACTIVATE:
  - Automatically created after partnership agreement signed (Playbook 8, Play 1)
  - Shared with partner 5+ days before kickoff call
  - Referenced at kickoff meeting (Week 1 of partnership)
  - Referenced during monthly PBRs (metrics and goals from D7)
  - Refreshed quarterly (Q1 plan, Q2 plan, Q3 plan)

CONNECTS TO:
  - A2 (Program Goals) — partner goals in D7 ladder up to A2 program goals
  - D5 (Strategic Partnering Plan) — D7 quarterly goals are adapted from D5 program goals
  - Partner kick-off meeting materials (D7 is core kickoff document)
  - Monthly PBRs (D7 goals and metrics tracked in PBRs)
  - Performance data collection (D7 defines what metrics to collect)
  - First 90-day execution (D7 is the execution blueprint)

ENFORCE:
  Quality check: Could a new person on partner team understand what they should
  do in first 90 days by reading D7? Are goals specific enough to measure? Is
  timeline realistic for partner to deliver on without overwhelming them?

  Test: Give D7 to partner; ask "Do you know what to do and when?" Their answer
  should be yes. At Week 4, revisit D7; ask partner "Are we on track?" If they
  say "We weren't sure about that milestone," D7 wasn't clear enough. At 90-day
  mark, review: Did partner hit goals? If not, was it unclear expectations or
  underperformance?

───────────────────────────────────────────────────────────────────────────────

ELLA-MENT: D8 — PARTNER PROGRAM TRACKING & OPTIMIZATION FRAMEWORK
Tier: Required (Custom Partnernomics)

GOVERNS:
  - What metrics you track (recruiting, engagement, revenue)
  - Leading vs. lagging indicators (predictive activities vs. outcomes)
  - Dashboard structure and how to interpret data
  - Red/Yellow/Green trigger framework (when does metric require action?)
  - Optimization decision-making (what changes based on metrics?)
  - Quarterly leadership reporting (what story does data tell?)
  - Monthly and quarterly review process and cadence

ACTIVATE:
  - Automatically loaded when building Performance Tracking Framework (Playbook 10, Play 1)
  - Referenced monthly (dashboard update, metric review)
  - Referenced quarterly (leadership analysis, optimization decisions)
  - Referenced in Partner Business Reviews (PBR Scorecard uses D8 structure)
  - Data sources and responsibilities defined in D8
  - Review cadence established in D8

CONNECTS TO:
  - A2 (Program Goals) — D8 dashboard metrics ladder up to A2 goals
  - D5 (Strategic Partnering Plan) — D8 metrics track progress toward D5 goals
  - D7 (First 90-Days Plan) — metrics defined in D7 feed into D8 dashboard
  - Monthly PBRs (PBR scorecard is based on D8 structure)
  - Quarterly optimization analysis (D8 data drives decisions)
  - Executive reporting (D8 dashboard provides data for board reporting)

ENFORCE:
  Quality check: Is your dashboard live and updated monthly? Can someone read
  it in 5 minutes and understand program health? Does D8 help you make better
  decisions (or is it just a reporting document)?

  Test: Conduct quarterly optimization review with leadership; show D8 dashboard.
  Ask "Based on this data, what should we do next?" If answer is "I'm not sure,"
  D8 isn't actionable. Track decisions made based on D8 data; 3 months later,
  assess if those decisions improved program performance.

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ELLA-MENT DEPENDENCY QUICK REFERENCE
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How ella-ments feed each other:

A1 → C1, D1, D5, D6
  Company Positioning informs how you position partnerships to partners

A2 → D7, D8
  Program Goals cascade into partner goals and dashboard targets

B1 → D2, D3, D5, D6
  ICP drives ecosystem, IPP, and sourcing strategy

B2 → D2, D3
  Customer journey informs ecosystem analysis and IPP definition

C1 → D6
  Brand voice shapes partnership value proposition in Term Sheet

C2 → D3, D5
  Brand positioning in ecosystem informs partner selection and engagement

D1 → D5
  Partnership context becomes SPP Components 1-3

D2 → D3, D4, D5
  Ecosystem analysis informs which partner types and leaders to target

D3, D4 → D5, D6
  IPP profiles inform SPP approach and Term Sheet qualifications

D5 → D6, D7, D8
  SPP goals cascade into Term Sheet, First 90-Days, and dashboard targets

D6 → Partner Recruitment, Negotiation
  Term Sheet is core recruitment and negotiation tool

D7 → PBRs, Performance Tracking
  First 90-Days Plan goals and metrics feed monthly PBRs

D8 → Quarterly Reviews, Optimization
  Dashboard and metrics enable data-driven decisions

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ACTIVATION SEQUENCE
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The order you'll activate and use ella-ments:

PHASE 1: PLANNING (Weeks 1-4)
  Activate: A1, B1, A2, D1, D2, B2, C1
  Purpose: Define your program foundation
  Output: ICP, Ecosystem Map, C1 Brand Voice

PHASE 2: STRATEGY (Weeks 3-6)
  Activate: D3, D4, D5, C2 (optional)
  Purpose: Develop detailed partnership strategy
  Output: SPP, IPP Company/Leader profiles

PHASE 3: OFFER (Weeks 4-6)
  Activate: D6, C1 (reference again)
  Purpose: Translate strategy into partner-facing offer
  Output: Term Sheet template

PHASE 4: RECRUITMENT (Weeks 5-8)
  Reference: D3, D4, D6
  Purpose: Source, evaluate, and shortlist partners
  Output: Candidate list, evaluations

PHASE 5: NEGOTIATION (Weeks 8-10)
  Reference: D6, D5 (for goals and terms)
  Purpose: Negotiate and sign agreements
  Output: Signed partnership agreements

PHASE 6: LAUNCH (Weeks 1-2 per partner)
  Activate: D7
  Reference: D5 (goals), A2 (program goals)
  Purpose: Design partner-specific launch plan
  Output: First 90-Days Plan

PHASE 7: MANAGEMENT (Months 1+, ongoing)
  Reference: D7 (goals and metrics)
  Activate: D8 (after 30+ days of data)
  Purpose: Track performance, run PBRs
  Output: Monthly scorecard, monthly health summary

PHASE 8: OPTIMIZATION (Months 6+, quarterly)
  Reference: D8, A2, D5
  Purpose: Analyze data and make scaling decisions
  Output: Quarterly report, optimization recommendations

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QUALITY ASSURANCE CHECKLIST
================================================================================

When you've built all 14 ella-ments, validate:

COMPLETENESS:
  ✓ All 14 ella-ments documented (A1-A2, B1-B2, C1-C2, D1-D8)
  ✓ Each ella-ment has clear definition of what it governs
  ✓ Each ella-ment has documented activation conditions
  ✓ Each ella-ment lists what it connects to
  ✓ Each ella-ment has enforcement/validation approach

FUNCTIONALITY:
  ✓ A-tier ella-ments provide company context
  ✓ B-tier ella-ments define customer and buying journey
  ✓ C-tier ella-ments define brand and positioning
  ✓ D-tier ella-ments drive partnership strategy and execution
  ✓ No orphan ella-ments (every one serves at least one play)

INTEGRATION:
  ✓ Ella-ments feed logically into each other
  ✓ Activation sequence makes sense (foundation before strategy)
  ✓ Output of one becomes input of next
  ✓ No circular dependencies
  ✓ All 10 playbooks reference appropriate ella-ments

QUALITY:
  ✓ Each ella-ment is specific enough to validate
  ✓ Enforcement approach actually tests if ella-ment is working
  ✓ Governance section is clear on what this ella-ment controls
  ✓ Connections show how system is integrated

Version: 1.0
Date: 2026-02-12
Status: Complete

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END OF ELLA-MENT INSTRUCTIONS
================================================================================

This reference provides complete specification for all 14 ella-ments in the
Partnernomics system. Use GOVERNS to understand what each ella-ment controls,
ACTIVATE to understand when to load it, CONNECTS TO to see how it integrates
with other ella-ments, and ENFORCE to validate that the ella-ment is
functioning correctly in your system.

Total Ella-ments: 14 (6 Standard + 8 Custom Partnernomics)
Total Connections: 47 documented relationships
Activation Phases: 8 (from Planning through Optimization)