Posted By John W. DeWitt,
Thursday, August 28, 2014
| Comments (0)
Seeking food for thought (and action)? The Q3 2014 issue of Strategic Alliance Magazine offers a banquet of information, insight, and innovative practices for alliance management executives. Our special focus on the biopharma industry provides a stimulating pre-conference reading for those of you heading to the Sept. 3-5, 2014 ASAP BioPharma Conference in Boston. There is much of interest for readers working in other industries and sectors, too.
- We profile Royal Philips, which established de facto alliances to share intellectual property with partners such as Bell Laboratories long before the term “strategic alliances” was coined. “Strategic alliances are of increasing importance to Philips,” according to Cees Bijl, head of strategic alliances and emerging business areas at the Amsterdam-based company. “The changing industries in lighting and healthcare ask for companies … able to operate in ecosystems. Working in ecosystems is not new to Philips.”
- Voicebrook President Joe Desiderio, an “accidental alliance leader” whose company develops specialized voice recognition technologies, describes his company’s alliance journey and how it is now leveraging ASAP membership to the fullest. “I have found the Handbook of Alliance Management, the planning and evaluation of alliances, the tools to help frame discussion of individual and mutual goals, strategies to recognize and resolve conflict, and scorecards, along with ongoing education, to be extremely helpful,” Desiderio said.
Three articles take an in-depth-look at look at alliances that cross industries and sectors—with important lessons for anyone seeking to leverage the diverse forms of value created by alternative partnering models.
- In “Altruistic Alliances: Business Thrives When Biopharma Companies Parter with Nonprofits,” Managing Editor Rebekah Fraser draws lessons that apply broadly to other types of cross-industry partnerships. “Great value can be co-generated if the alliance is robust and involves the two-way exchange of complementary capabilities or key assets in unique combinations that lead to more powerful or novel solutions to the social need being addressed,” James E. Austin, professor emeritus at Harvard Business School, told Fraser, adding that “the more aligned the partners’ missions, strategies, and values, the deeper the mutual engagement, and the more organizational competencies are leveraged, then the greater is the potential for creating economic and social value for the partnering organizations and their members and for society.”
- ASAP Southeast Chapter President Troy Gautier provides a sweeping look at consortia—from local to global levels—among biopharma and other companies, government institutions, foundations, research centers, and non-governmental organizations. “The most exciting developments of the new ecosystems are not the frameworks or the consortia creation, but the fact that the quality of the cooperation and collaboration is improving so quickly and dramatically,” reports Gautier, quoting former Gates Foundation CEO Jeff Raikes as saying, “Our job is to get results. We know that our results depend on the quality of our partnerships.”
Explore all this and more in the Q3 2014 issue of Strategic Alliance Magazine, available at no charge as a benefit to all ASAP members. To access this issue, once you are logged into your member account go to Resources/Member Resource Library/Strategic Alliance Magazine.
ames E. Austin
arvard Business School
Strategic Alliance Magazine