Driving Through Spaghetti: Navigating the “Chaos” of Biopharma/Digital Partnerships
Posted By Michael J. Burke, Wednesday, September 16, 2020
There are many things biopharma alliance professionals do well, and many areas where they shine. Partnerships between life sciences companies and digital organizations, however, while on the rise, remain the new frontier for alliance management. And to give alliance professionals their due, it’s often their organizations that are caught flatfooted by the demands and challenges that lie along the biopharma/digital divide. In fact, greater involvement by alliance groups might help operationalize and execute on these partnerships such that they fulfill their purposes and create more of their intended value.
That’s one of the assessments provided by Stu Kliman, CA-AM, and Ben Siddall, both partners in Vantage Partners, in their presentation, “Enhancing Partnerships Between Life Sciences and Digital Organizations,” on day two of the 2020 ASAP BioPharma Conference. (Vantage Partners is a platinum sponsor of the conference.)
In introducing Kliman and Siddall, ASAP president and CEO Michael Leonetti, CSAP, noted that this is “a topic that we’ve been talking about for a number of years at ASAP.” The two presenters agreed, with Siddall adding that what has changed in the three or four years since he and Kliman began facilitating such partnerships and doing presentations on the subject is the sheer proliferation of these alliances—to the extent that they can no longer fit on one slide anymore.
The trend is part of “an increasingly complex ecosystem, with biopharma at the center,” according to Siddall. The question, he said, is “How do we take advantage of all these relationships and manage [them] in a coherent way?” It can be done, he added, but due to the number of relationships involved, and the breadth and longevity of those relationships, “it’s a struggle.”
Changing Mental Models
Kliman mentioned that when biopharma people hear the word “partnering,” they have “a mental model for what that means,” which may be “somewhat narrow and [something that] happens linearly—the classic drug development and commercialization process.” But digital partnerships are a different animal. As Kliman put it, they tend to be “more invasive and more involved for alliance management than is typically the case.”
Kliman gave a couple examples of such partnerships, such as Concerto AI and BMS, and GE and Roche, before noting that there are often so many internal and external players and stakeholders involved, and so many different activities across the alliance life cycle, it can be challenging to coordinate all those functions and activities. “All that looks easy on a slide, but it’s hard to make all the pieces fit,” said Siddall.
And whose job is it, anyway? Both Kliman and Siddall, in different ways, made the case for alliance management groups to perform this difficult task.
Even in a “traditional” biopharma alliance, there is great complexity and a number of functions involved, and alliance managers tend to move among the different functions as needed to communicate and coordinate activities and ensure alignment, in addition to working closely with their opposite numbers at the partner company. With a biopharma/digital partnership, however, the number of functions increases and may include things like AI, tech suppliers, virtual trials (often international in nature), and more.
The Spaghetti Slide
Displaying a slide showing a veritable spider web of lines drawn between all these different functions, Siddall noted, “You see how complex the map looks. You’ve got this spaghetti.” Throughout the presentation, this was referred back to as “the spaghetti slide.”
Notwithstanding this complexity, said Kliman, “We believe the alliance management group is very well positioned to own these activities” and be the “change management driver” in digital partnerships. Other functions are simply not prepared to do it, he said.
Yet significant organizational challenges remain. Recent Vantage research shows that 74 percent of biopharma respondents said their organization has an explicit digital strategy—but 52 percent say that internal stakeholders are not clear about how to effectively engage their key digital relationships. What’s more, only 15 percent of respondents said their company has clear and operationalized approaches to manage digital relationships differently from more transactional vendor relationships.
“So how do you do this well?” Siddall asked. He cited what he called “three critical enablers.” To be successful, he said, organizations must:
- Align decisions with strategy (“What’s the purpose? Why are we doing this?”)
- Embed a cross-functional operating model to speed execution
- Build the skills to enable agile collaboration
“Everybody’s Doing It”—but Not Everybody’s Doing It Well
Many companies simply ask, “Which partner does X?” he said, and then “get a list of big names.” This is the wrong approach. Rather, they should start with their overall strategy and ask, “What are we trying to do?” And, given the number of activities and functions involved, they also have to ask themselves, “How do we actively manage all that chaos, and make it strategic?”
In fact, Siddall said that alliance professionals not only need to manage the chaos, but they might need to create some as well. In so doing, they’ll need to avoid what has sometimes been the biopharma response to digital organizations’ ways: “That’s not how we do it here.”
Kliman acknowledged that the challenges of the biopharma/digital divide can make for a “differentially uncomfortable situation.” “As alliance managers, we like control,” he said. But there are far more digital partnerships now than just a couple years ago, and the number is expected to continue to rise. So get used to it—the future is here.
“The size and diversity of digital portfolios has grown,” Kliman said. “Folks have woken up to the implications for their organization. We see organizations bellying up to the [digital] bar.” Or as Siddall said, “Everybody’s doing it now.”
And although some of the skills needed for digital partnerships may be different, Siddall said it requires a “mindset shift” rather than reflecting a “skill set conflict.”
We Need a Navigator
Finally, Siddall’s pitch for greater involvement by alliance management in digital partnerships highlighted alliance managers’ role as “navigators” of different relationships, especially their ability to help partners navigate biopharma organizations and surface differences.
Kliman said he wouldn’t argue what alliance managers should or should not do, but the fact remains that companies need to have an approach to managing these partnerships—and who will be accountable to drive alignment around executing the operating model?
“It makes good sense with a portfolio of digital relationships that alliance management has a role to play,” he said.
Check back in this space for more coverage of the 2020 ASAP BioPharma Conference, and remember that the online showcase on Vimeo gives you all the livestream sessions in real time—and later, once they’re archived, in case you missed one—as well as all the on-demand content, sponsors’ messages, and more!