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Not a Mad Dash: A Key Alliance Document for the Executive Suite

Posted By Administration, Friday, June 20, 2014
Originally posted on 11/21/2013

In their 2013 ASAP BioPharma Conference presentation “Creating and Implementing an Executive Dashboard,” Christian de la Tour and Agnès Golléty, both of Ipsen, remarked that creating this document is a good way to get a strong commitment and support for alliance management from senior management—but they may not have needed it at their company.

“At Ipsen it has never been an issue, and we are blessed by the gods in a sense,” said de la Tour. Partnering is core to Ipsen, and has been for 30 years at least, he added, so alliance management is both a highly visible function and a revenue growth driver. Ipsen’s alliance management team separated from business development in 2011, and Ipsen has become increasingly involved in ASAP, contributing conference keynote speakers and a profile subject (their CEO) in Strategic Alliance Magazine.

Although Golléty is a financial controller and not an alliance manager, she’s part of the alliance management team now and was a driving force in the creation of the dashboard. Its objectives are twofold: to serve as a communication tool with senior executives, and to encourage collaboration among all stakeholders in an alliance and across alliances. In addition, it provides financial analysis with KPIs, outlines key activities, and identifies operational and financial risks.

The dashboard itself involves two deliverables: a “strategic and synthetic document” intended for the executive suite; and specific, individual dashboards shared by alliance managers with their respective umbrella teams and the head of franchise.

Primarily, Golléty said, “It’s a help for us when we want to understand better the financial [picture].”

After one year of experience, the dashboard has proven itself to be a useful tool and, in addition to giving executives a vivid picture of the operational and financial implications of alliances, it has increased awareness within the company of alliance management issues.

But of course there’s room for improvement: future goals include involving more partners in data collection, and adapting this first version of the dashboard to emerging specific needs.

In conclusion, said de la Tour with some humor, “We hope we have been able to prove that at Ipsen we have the right tool and the right team to be your partner in the very near future.”

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