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Closing the C-Suite's Collaboration Gap

Posted By Contributed by Jan Twombly, CSAP & Jeff Shuman, CSAP, PhD | The Rhythm of Business, Thursday, January 24, 2019

Earlier this month, we presented and recorded a webinar to expand upon our mini e-book that we wrote together with our partner Alliancesphere, Own Your Transformation: A Five-Point Agenda for Creating Your Organization’s Collaborative Leadership System. The key message of the presentation is to urge alliance professionals to take charge of closing the gap between the happy talk about the importance of partnering and the actual ability of organizations to collaborate and partner well in a digital world.

Yes, this is our soap box and it has been for many years. The difference today is all the data reporting C-Suite executives really do believe partnering is important and a core pillar of their growth and transformation strategies. They also think their organizations collaborate and partner effectively. Their employees disagree. Take a look at some data from a recent Capgemini study.[1]   

We’ve witnessed this gap in our work for years and years. For example, in a recent project assessing the current state of an alliance management practice and charting a course for its future, a senior executive told us how important alliances were to the future of the business. We then interviewed one of his senior people ostensibly responsible for an important partner. He told us he’d had only a one-hour call to familiarize himself with the role of an alliance director. No surprise, he didn’t think this was sufficient to allow him to be successful in the role. This may be an extreme case, but it illustrates the gap that exists between the belief that alliances and partnering are critical for growth and the failure to recognize that a system of collaborative leadership must become part of the organization’s culture and operating norms. It is an Achille’s heel of business transformation.

Here’s another example: A company that is remaking themselves to focus strictly on downstream go-to-market activities has outsourced all upstream research and development capabilities except project management to oversee the outsourced service providers. Outsourcing a capability is not about managing a series of projects. It is engaging with third parties to build collaborative relationships that leverage the resources of each party for mutual benefit—to achieve a synergistic relationship where 1+1>3. In other words, the reason for—the essence of— partnership.  

During the webinar, we discussed our five-point agenda for creating a collaborative leadership system that starts with owning your own transformation. You can’t expect to drive change in your organization without demonstrating how you’re changing. Every alliance professional has something in their job description and potentially in their goals and accountabilities, to “create an environment for collaboration with alliance partners,” or something similar. Specifically executing on this piece of the job has always taken a back seat to immediate revenue generation or ensuring a co-development project happens smoothly. No longer. Today—when partnering everywhere in an organization is the recipe for growth—creating that environment becomes an essential part of the job. The collaborative leadership system—the mechanism through which leadership is exercised—is what enables it.

Closing the gap between the partnering and collaboration capability CEOs think their companies have and what they actually have is essential to the digital business transformation powering growth for legacy companies and a core capability for entrepreneurial ventures. Alliance professionals are typically part of the powerful middle of the organization—the Rosetta Stone of the organization—translating senior leadership directives into operational objectives and understanding from the field and other customer-facing personnel the successes and challenges at an execution level, scaling or adjusting accordingly.  Who other than alliance professionals should be leading the charge to close the gap between what CEOs think about their organization’s ability to collaborate and the reality?

[1] Capgemini Digital Transformation Institute, “The Digital Culture Challenge: Closing the Employee-Leadership Gap,” 2018 

Tags:  alliance management  collaboration  collaborative leadership system  digital culture  digital transformation  Jan Twombly  Jeff Shuman  partnering  The Rhythm of Business 

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Rethinking Trust, Reshaping Industries: The Alliance Implications of Blockchain Technology as Seen Through the Eyes of IBM and ChromaWay

Posted By Cynthia B. Hanson , Tuesday, October 16, 2018

IBM’s blockchain ledger solution has been gaining ground over the past year through extensive partnering. Much like a team sport, “the only way blockchain works is by participants in an ecosystem working together,” says Janine Grasso, vice president, blockchain strategy and ecosystem development, IBM Industry Platforms. Grasso was interviewed early in the year about blockchain technology for the Q1 2018 Strategic Alliance Magazine in the article “’An Exponential Adoption Curve’: The Changing Face of Data Security in Partnering”. When the article was first published, IBM had 40 to 50 active blockchain networks. That number has increased to 75 live networks solving industry-wide blockchain problems. Grasso will be discussing the implications of blockchain technology with co-speaker Todd Miller, CA-AM, vice president, US business development, ChromaWay, in the session “Rethinking Trust on the Blockchain: Partnering and Alliance Implications” at the 2018 ASAP Tech Partner Forum, “Reimaging Part­nering in a Disruptive World,” on October 17, at the Four Points by Sheraton, San Jose Airport, San Jose, California. In a recent interview, I asked Grasso about the core of the upcoming session.

ASAP Media: You are presenting with Todd Miller. What do the two of you plan to focus on?

Janine Grasso: We come from two very different perspectives. But we agree on how much blockchain will change all industriesand not just the ones most talked about, such as finance and supply chain. We’re both asking: “What role can we play to help partners do that?” We’re both trying to equip alliance managers and partners. This session is not just about reselling technology. It’s about applying tech across all industries; bringing together players that traditionally compete. We will go through our different backgrounds and points of view. We’ll discuss the problems around this new era and the world as it is today with blockchainthe same old problems that are slowing [the progress of] blockchain down, such as lack of trust, data disruption, and business disruption. And competitorsone start-up, like Über, can completely change the game in an industry.

Being able to leverage this new tech to reshape your industry is the punch line. We’ll go into what blockchain does and the capabilities of blockchain. We will round off the conversation with real-life examples and a discussion on how, exactly, companies across many different industries are applying the technology. How they also are breaking down the barriers that have existed for hundreds of years. And we’ll discuss music and royalty rights, talk about identity, food safety and the IBM Food Trust solution, and then go into the role of the alliance manager and how they can facilitate blockchain options.

So there are strong alliance implications with blockchain?

The true design of blockchain is the industry players or ecosystem coming together and bringing it to life. Blockchain is not singular. The only way it works is with participants in an ecosystem working together, so it’s very much a team sport.

The session description states you will cover technologies that “facilitate decentralized data sharing and secure transactions [that] will accelerate new business models beyond even Über, Spotify, and Airbnb.” Can your provide an example of a new business model?

Blockchain ingrains the trust in every transaction along its journey. In the case of a farmer and a distributor, it becomes transparent exactly where the food item came from: the genesis, authenticity of that product, and exposure to any contamination. The data explosion will continue and remain because of your digital ecosystem, and everything has that digital footprint now. You can encrypt information by attaching it in a blockchain. You only have to take elements that are necessary. That alleviates concerns around datait gives the security and data protection required and only uses crucial data in the blockchain. One example of a new business model is with Everledger, which uses blockchain in the diamond industry. There is traditionally a lack of trust and authenticity about where diamonds come from. Blockchain can now provide that information and verify its authenticity.

What is the No. 1 question you expect to hear in the Q&A session?

How do I get started? How can IBM help small and large companies convene a network because of its large ecosystem and client base? How do I participate? I suspect we will hear a lot of question about alliance management.  

Stay tuned for more of the ASAP Media team’s coverage of the 2018 ASAP Tech Partner Forum on the ASAP Blog at www.strategic-alliances.org. Learn more and register for the 2018 ASAP Tech Partner Forum at http://asaptechforum.org

Tags:  Alliance  alliance management  Blockchain  ChromaWay  data protection  Data Security  ecosystem  encrypt information  IBM  Janine Grasso  Partnering  Todd Miller 

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‘Swimming in Partner Soup:’ 2018 ASAP BioPharma Keynote Addresses Challenges of Tech Collaboration on Prescription Digital Therapeutics (Part 1)

Posted By Cynthia B. Hanson, Tuesday, September 25, 2018

Dr. Corey McCann is a man who wears many hats—scrubs, academic cap, campaigner, jester, and even hardhat. As the first of two keynote speakers at the 2018 ASAP BioPharma Conference “Creating Value and Innovative Partnerships by Driving the Alliance Mindset,” Sept. 24-26 in Boston, Massachusetts USA, he provided a lively presentation in which he showed the audience how he switches his hats with aplomb. In his captivating talk, “Lost in Translation: Communication, Confusion, and Consensus in Strategic Alliances,” the physician, scientist, entrepreneur, healthcare investor, and founder/CEO of Boston-based Pear Therapeutics, Inc., delved into the timely but tough topic of the alliance management interface between biopharma and tech.

Colleague Brooke Paige, CSAP and vice president of alliance management at Pear Therapeutics, introduced McCann by lauding his many “heroic” accomplishments as founder of several startups, a trained boxer with endless energy, and highly approachable executive whom colleagues nicknamed “Snacks” because he rarely stops for a full meal.

McCann then delivered a clever, sometimes humorous, talk from the C-suite about the small, innovative company’s partnering with big companies in their quest to pioneer prescription digital therapeutics for the treatment of serious diseases, including addictions.  The cognitive behavioral therapy-based treatment is software that comes with a doctor’s prescription. The software responds and morphs over time, according to the needs of the patient. The downloaded product requires an access code from the physician.

“We are swimming in partner soup,” announced McCann as he talked about the challenges of Pear’s ample pipeline, which involves 10 products that require separate approvals from the FDA because of the unique framework of prescription digital therapeutics. “You will see us aggressively partnering across all of these verticals,” he continued, while flashing a slide of Pear’s pipeline.

Alliance management at Pear must bridge two distinctive worlds. Pear’s team is “half and half,” he explained: pharma is based in the Boston area; tech is based in the San Francisco Bay area. “We brought these two very disparate sets of people together” in one company—but to do that required a lot of effort to enable tech and pharma to understand the lingo of each’s area of work.   

“One of the things I would like to interweave into this talk is this idea of communication between alliance partners, and nonverbal cues, and how we are productive or nonproductive,” he said, while providing the example of etiquette surrounding the exchange of business card. “Even for those of us who think we have a handle on this very basic skill—this handing of paper to another human being—there is ambiguity.”

“How do entirely different disciplines communicate?” he asked the audience.  “There is an interface between tech and biotech. How tech people communicate with one another is very different than how biotech people communicate with each other.”

People in the two industries dress differently, he then explained. A person in the Bay area might “eat avocado toast and ride a scooter to work. … If I’m interacting with the tech team, I make sure to pet their dogs they bring to the office,” he explained in a sea of laughter from the audience. “One of my personal favorite examples is this issue of language. When pulling Pear together, we used the acronym API—which means Application Program Interface in tech, but for biotech, it means something different”—Active Pharmaceutical Ingredient.

It actually took a while for the two teams to figure out this discrepancy, he explained, again as the audience rippled with laughter. But in the end, the two industries found the glue that holds them together: “Impacting the patient. That is the rallying cry for us. That is how we approach partnership—through good and bad.”

Stay tuned for more of ASAP Media’s coverage of Pear CEO Corey McCann’s keynote and other sessions at the 2018 ASAP BioPharma Conference.  

Tags:  2018 ASAP BioPharma Conference  Alliance management  Alliance Mindset  biopharma  Brooke Paige  cognitive behavioral therapy  creating value  C-suite  Dr. Corey McCann  partnering  Pear Therapeutics  prescription digital therapeutics  software  Strategic Alliances  tech 

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‘You Give Me a Buck, and We Give You Back Three’: Pharma Partnering Leaders Discuss Roles—and the Value of Alliance Management

Posted By Genevieve Fraser, Friday, April 13, 2018
Updated: Wednesday, April 11, 2018

The evolving roles of alliance executives—and capturing the value of the alliance function—were among the many topics that emerged as during the Tuesday, March 27 leadership panel discussion, “Driving Alliance Excellence into the Future,” moderated by Andy Eibling, CSAP, former Covance vice president of alliances, at the ASAP 2018 Global Alliance Summit, “Propelling Partnering for the On-Demand World: New Perspectives + Proven Practices for Collaborative Business,” March 26-28, 2018. Fort Lauderdale, Florida, USA.

 

Pharma executives joining Eibling for the discussion included Casey Capparelli, global product general manager in oncology at Amgen; Nancy Griffin, CA-AM, vice president and head of alliance management, global business development & licensing at Novartis; Mark Noguchi, vice president and global head, alliances and asset management, at Roche; and David S. Thompson, CA-AM, chief alliance officer, Eli Lilly and Company. (Editor’s Note: See the forthcoming April 2018 edition of eSAM Plus for more coverage of this fascinating leadership discussion.)

 

When Eibling threw out the topic of alliance management’s role in acquisitions, mergers, and divestments, and business development and licensing, he noted, “You need to differentiate between a stop and start in terms of divestments. Divestments can be ongoing. Someone in the group manages the ongoing process.”

 

Capparelli: In Amgen that holds true for small acquisitions, but large complex acquisitions need to be managed separately.

 

Thompson: You need to look to someone else to run a large acquisition.

 

Eibling: There’s lots happening in the pharma world today, but will it continue?

 

Thompson: There are more and more partnerships. The trend grows and grows. Today each alliance manager is involved with 20 to 30 alliances. How do you manage ever increasing volume? It’s hard to predict if something will come to fruition.

 

Eibling: Let’s look at the role of the alliance manager, and how it has shifted between project management and alliance management. Alliance management and project management need to be connected at the hip and carve out space through the partnership management team. There are three roles in a partnership management team. The question is who drives those team meetings? Who is accountable? Does the project manager manage the success of the alliance?

 

Thompson: Most M&A integration gets done in 100 days. The work looks the same except it’s compressed. It takes 100 days to swallow an alliance. It’s at a pace you need in an M&A.

 

Capparelli: Deal making is a transactional approach, but building trust generates respect.

 

Griffin: You build an operating model in the core so that you build consistent capabilities.

 

Noguchi: The Roche alliance group is modeled after Lilly. The skill set is there but compressed.

 

Eibling: There’s a shift between deal makers and an alliance manager with a partner. No one understands the dynamics as well as an alliance manager. With ever expanding projects, it’s the alliance manager who understands motivations and how to construct the alliance and M&A deal.

“Let’s look at value,” Eibling said, wrapping up the panel discussion. “How do you capture the value of alliance management? How do you define value?” he asked Thompson.

“Alliances are not efficient but effective,” Thompson asserted.

 

“Fear is a great motivator,” he continued. “I’ve seen too many alliances go out of existence. They focused on relationship management but didn’t expand beyond that to the legal and business risk. That contributed to their demise. They didn’t feel valued in the organization. So, in times of hardship, they’re an easy target to eliminate,” he explained.

 

“We saw it happening and so became open about our model. We measure continuation. We are adjudicated by leadership. It’s valuable to talk about your own contributions. You get the [internal] client you’re supporting to agree based on what they think—what they value or don’t value. Is this a risk reduction or efficiency game? You build to be efficient but it’s the face-to-face that often counts.  As for monetizing the value of alliance management, it’s simple. You give me a buck, and we give you back three.”

Tags:  acquisitions  alliance management  alliance manager  Amgen  Andy Eibling  Casey Capparelli  David S. Thompson  Eli Lilly and Company  leadership  M&A  M&A integration  Mark Noguchi  Nancy Griffin  Novartis  partner  partnerships  Pharma executives  project manager  Roche 

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‘Building Corporate Capability for Collaboration’: Pre-Summit Workshop Attendees Assess their Organizations’ Readiness for the ISO 44001 Standard for Business Collaboration

Posted By John W. DeWitt, Tuesday, March 27, 2018

If you think your organization meets a certifiably high standard of collaboration excellence just because you’re an ASAP member and employing best practices—well, you just might be right. On Monday, March 26, several dozen ASAP Global Alliance Summit attendees were able to validate their assumptions and measure the level of their organization’s collaborative capability against the International Standards Organization’s (ISO) 44001 standard for business collaboration and ASAP’s Handbook of Alliance Management. Norma Watenpaugh, CSAP, principal of Phoenix Consulting Group, and Parth Amin, CSAP, principal of Alliance Dynamics, LLC, presented an in-depth ISO 44001 preconference workshop at the 2018 ASAP Global Alliance Summit in Ft. Lauderdale, Florida USA.

“What is the standard? People tell me you can’t standardize a relationship—they are all so different,” Watenpaugh noted in her opening comments. “And this is true—but we know from ASAP that there is a common life cycle and approaches that make alliances more successful.” More to the point, she continued, “It’s a framework, not a rigid process. It doesn’t tell you how to have a process or governance, it just tells that you need to address that.” The standard is designed for broad applicability, she added. “It enables organizations of all sizes—you can be a two-person organization and certify.” Regardless of organization size, when two or more organizations partner, “having a common model, language, framework, makes partnering more successful because it reduces friction.”

The ISO 44001 standard “also recognizes cultural differences” and, “as a standard, it’s very unique in promoting collaborative behavior,” Watenpaugh said. “Most standards are about processes, how you manage those processes, and that’s part of it as well—but there is high emphasis on having collaborative behavior and culture.”

The first part of the 90-minute session focused on how ASAP certification and best practices complement and accelerate ISO certification. Watenpaugh and Amin walked workshop participants through a collaborative maturity model based on the fusion of the ISO Standard and the ASAP Handbook of Alliance Management: A Practitioner’s Guide. Amin discussed new tools and then had attendees utilize a live assessment app that, based on the responses, scored their organizations’ ability to deliver high-performing collaborations. Attendees also received (on a memory stick) a comprehensive implementation guide that maps the ISO 44001 standard to the ASAP Handbook of Alliance Management.

Amin, an evangelist for the ISO standard who has worked closely with ASAP partner New Information Paradigms to develop the assessment tool, emphasized “the importance of relationships to CEOs.” He and Watenpaugh—leader the US technical advisory group for the ISO standard who previously led the revamping of the ASAP Handbook of Alliance Management several years ago—addressed, from an enterprise perspective, why relationships struggle in practice. “Getting value from collaboration is pretty hard,” Amin said. Amin and Watenpaugh talked about how a standard helps to get that value—on an individual, organizational, and partner level—and how ASAP best practices and certification contribute to the standards.

Assessing Readiness for ISO 44001
Amin and Watenpaugh walked through “the initial steps for certification—focusing on the assessing your organization’s readiness and the assessment tool itself,” said Amin, referring to a 20-question assessment app developed by the UK-based New Information Paradigms. Participants then roll up their sleeves for the remainder of the session to “do the assessment live, see their scores, talk about what were some of the ‘ah ha’ moments and surprises,” Amin said, noting that a diverse group of executives participated in the session. “We have broad range of industries represented—from academia, finance, medical device, pharma, high tech, etc.—and a broad range of executive levels—CEOs,  directors, managers, and so on,” he said.

Amin and Watenpaugh “brainstormed on how best to lead our session,” Amin said. “Should it be educational or interactive? We figured it would be something of both, instead of us preaching the whole hour.”

See John W. DeWitt’s recent feature article in the February issue of eSAM Plus for more about the ISO 44001 standard, including excerpts from the February 15, 2018 ASAP Netcast Webinar on the topic with Watenpaugh, Amin, and Cisco collaboration guru Ron Ricci, who discussed “Is Your CEO Challenging You to Go Faster? Why a Collaboration Standard Can Help.”

Tags:  Alliance Dynamics  alliance management  alliances  ASAP Handbook of Alliance Management  certification  International Standards Organization’s (ISO) 44001  Norma Watenpaugh  Parth Amin  Phoenix Consulting Group  standardize a relationship 

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