Manage partners and alliances
How manage partners and alliances are reshaped as AGI capability advances.
The bottom line
Roughly 85% of the work in Manage partners and alliances is information-shaped — already within reach of AI delivery. The question here is not whether it shifts, but which tasks go first and who staffs the residual.
Why: With no seeded child occupations, the scalar is derived from the process name and PCF top-level category 'Manage partners and alliances'. Establishing and managing partnerships is inherently knowledge work, relying entirely on communication, strategic evaluation, and contract negotiation rather than physical labor, placing the value-producing work firmly in the digital band at a band-center 0.85.
grounded in the economy graph · digital scalar 0.85 · digital
Business-as-Code
Read as an executable program — the work decomposed into Code, Generative, Agentic, and Human.
Manage partners and alliances sits inside a larger value-flow — 1 parent structure it composes into. The hierarchy is grounding, not the story: it tells you which aggregate exposure Manage partners and alliances inherits.
Where Manage partners and alliances sits
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How the work flows
Trigger: A strategic city initiative or community need requires collaboration with an external public or private entity.
- Identify potential public and private partners aligned with city objectives
- Evaluate partner capabilities and regulatory compliance
- Negotiate resource sharing and performance expectations
- Execute formal agreements or Memoranda of Understanding
- Establish joint governance and reporting mechanisms
- Monitor partnership performance against public policy goals
- Renew or terminate the alliance based on impact assessments
Outcome: A formalized partnership is actively governed and delivers the agreed-upon public services or policy objectives.