Putting a strong focus on both the specificities of a given policy (policy orientation) and the inner dynamics of the dialogue process (process orientation) is arguably the most effective way of building solid and long-standing partnerships. In most cases, policy decisions are the result of the interplay amongst the many different actors that conform to what is known as “policy networks”, which bring together more or less powerful players belonging to different working areas that remain, nonetheless, strongly interconnected. Government officials, policy analysts, lobbyists, activists, private companies, think-tankers, scholars, and entrepreneurs may all have different mandates and respond to different incentives, but all tend to know each other and share a common basic understanding of how that given policy works. Actually, many of them may switch positions along with their professional careers, moving from civil society to government, or from government to the private sector, sometimes abusing their position and giving way to the phenomenon known as “revolving doors”.