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Exemplary Alliance Management Practices Receive Accolades and Honors at ASAP’s 2017 Alliance Excellence Awards Ceremony

Posted By Cynthia B. Hanson, Wednesday, March 1, 2017

The ASAP Alliance Excellence Awards ceremony is a much-awaited event at the annual ASAP Global Alliance Summit, and the 2017 gathering was no exception this year at “Profit, Innovation, and Value for the Part­nering Enterprise,” Feb. 28–March 2, at the San Diego Marriott Mission Valley, San Diego, Calif. USA. Awards were presented in four categories: Individual Alliance Excellence, Innovative Best Alliance Practice, Alliance Program Excellence, and Alliance for Corporate Social Responsibility. Two ASAP Chapter awards were also presented for Excellence in Chapter Innovation and Excellence in Chapter Programs.

 

 “It’s an important part of what we do, and this community should celebrate its successes in the alliance world,” said Michael Leonetti, president & CEO of ASAP, when introducing the finalists.

 

“Every year we get better and better nominations. This year was a really tough judging process,” explains Norma Watenpaugh, CSAP, chair of the 2017 Alliance Excellence Awards committee and founder/CEO of Phoenix Consulting Group, when discussing the selections. A member of the awards committee for 14 years, Watenpaugh led the committee through this year’s selection process.

 

Over the years, “we’ve seen the adoption of best practices, and the quality of alliance management has steadily improved and is reflected in the nominations and submissions we have seen. This year in particular, many of the nominations and key award winners looked at alliances as going beyond simple company-to-company connections. They are networks of stakeholders, customers, industry colleagues, and other industry players. It has become a very complex network of alliances, which is how alliances are evolving. They are becoming more ecosystem-centric.”

 

Of significance this year were the three strong finalists in the corporate responsibility category, whereas last year there were none. “It’s always great to see the contributions companies are making to make the world a better place,” says Watenpaugh.

 

The Individual Alliance Excellence Award is given to a company that has instituted practices, tools, and methodologies in support of successful formation and management for a single alliance. The alliance may be an emerging alliance or comprised of two or more companies. The winner is Loonaangifteketen-UWV-CBS-Belastingdienst. After this partnership of three government agencies began applying alliance management best practices, it became highly effective in the management of tax revenues in The Netherlands. Belastingdienst (Dutch IRA), UWV (Dutch National Social Security Administration), and CBS (Statistics Netherlands) applied a governance model that emphasized cross-agency collaboration versus agency competition. It resulted in a collaboration that generates 60 percent of the Dutch government’s revenue in an easy-to-use system for pensions and social security benefits. The alliance lowered costs while increasing convenience to the citizenry with 96 percent accuracy. The incorporation of ecosystem thinking helped the collaboration maintain a focus on important initiatives while building relationships across the separate departments.

 

The Innovative Best Alliance Practice Award highlights the use of new, individual alliance management tools or processes that have an immediate and powerful impact on the organization and/or discipline of alliance management. The tools or processes are additions to existing portfolios that address specific elements of alliance management, such as measurement, training, conflict resolution, general communication across the partner ecosystem, or similar facets of the discipline. The winner is NetApp. While many companies still try to manage partnering processes through spreadsheets, NetApp has invested in technology and governance of its rigorous alliance co-selling program to ensure trackable processes that produce results. The processes engage NetApp and partner representatives proactively in account mapping, account planning, and pipeline management with exemplary execution of the most difficult aspects of go-to-market alliances. They also provide detailed reports on joint co-selling activities. The company is being recognized for the dedicated resources and governance invested in the change.

 

The Alliance Program Excellence Award is presented to a single, specific company and its partnering capability, not an alliance. The company exceeds expectations with its scalable practices, tools, and methodologies to support successful formation and management of alliance portfolios over time. They are able to be applied to multiple alliances, as needed, are repeatable, and have led to consistent alliance performance across multiple alliances. Winners build programs on efficiency, creativity, and an integrated suite of tools, processes, professional development/alliance professional certification, and other elements. The winner is Equifax. In an industry where partnerships and alliances as a business model are in the beginning stages, Equifax has created internal governance structures that enable management across a highly matrixed enterprise. The program resulted in significant growth in 2015 and 2016, access to new markets, innovation, cost savings by eliminated legal expenses associated with partner disputes, and a change in culture. Equifax now views partnering as critical to success versus a resource of last resort.

 

The Alliances for Corporate Social Responsibility Award is for partnerships that make a profound, measurable, and positive social impact. The principal objective of the alliance is social impact, not profit—although profit, especially if used to fund program expansion, is not discouraged. The winner is The Synergist-Sanofi. This multiparty alliance comprised of the general public, government and health agencies, industry, and academics and healthcare professionals aims to co-creating solutions to “Break Dengue.” The ecosystem platform, information sharing, and crowd sourcing, with over 1200 member and 2200 Twitter followers, incorporates online chat, worldwide tracking of cases, and toolkits for the public that reduce the risk of infection. The Synergist framework and governance facilitates a neutral platform that encourages participation and enables partners to overcome structural or perceived ethical barriers to collaboration. The platform can be used for other diseases, such as Zika.

 

Two ASAP chapters also received awards. The Excellence in Chapter Innovation award was presented to the RTP Chapter with honorable mention for the Silicon Valley Chapter; the Excellence in Chapter Programs award was presented to the ASAP New England Chapter.

 

See the official ASAP press release announcing the winners at http://www.prweb.com/releases/2017/03/prweb14113139.htm.

Tags:  alliance  alliance management  alliance professional certification  Belastingdienst  best practices  Break Dengue  CBS  Equifax  governance  Loonaangifteketen  NetApp  Sanofi  The Synergist  UWV 

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Building and Sustaining the Alliance-Enabled Enterprise—Through the Lens of Vantage Partner’s Stu Kliman

Posted By Genevieve Fraser, Tuesday, February 28, 2017
Updated: Monday, February 27, 2017

Building broad-based organizational partnering capabilities that are strongly embedded within and across your firm’s partnerships can be daunting in the face of an increasingly complex web of multi-industry alliances. Take your partnering capabilities to a new level with advice on how to manage just this kind of challenge at the 2017 ASAP Global Alliance Summit, “Profit, Innovation, and Value for the Part­nering Enterprise,” Feb. 28-March 2 at the San Diego Marriott Mission Valley, San Diego, Calif. USA.

 

Stuart Kliman, CA-AM, a founding partner of Vantage Partners LLC, and co-author of Vantage’s 2015 study, “Transcending Organizational Barriers—A Cross-Industry View of Alliance Management Trends and Challenges,” will build upon this research in his two-hour long workshop, “Building and Sustaining the Alliance-Enabled Enterprise.”  Kliman manages Vantage’s alliance practice area and is a regular speaker and writer on alliance and key supplier relationship management.

 

This year, Kliman will be co-running the workshop with Julie Shirley, executive, strategic alliances for financial services and technology at Equifax, who will share how the concepts highlighted by Kliman have enabled Equifax’s alliance success. Shirley leads a team of alliance partnering specialists that strives to maximize value from Equifax’s partnerships and to institutionalize partnering and alliance management capability at Equifax. Previously, Shirley was deputy general counsel for Equifax.

 

Organizations need to remain agile to effectively engage in key alliances as new technologies appear that can disrupt as well as assist. Alliance managers, in particular, can help enable an enterprise-wide mindset for driving innovation through partnerships to maximize value for all stakeholders. The session promises to be a highly interactive workshop that addresses a range of challenges while exploring both normative and sub-par organizational approaches for partnering. It will also focus on a framework to assess an organization’s partnering capabilities.

 

The creation of a sustainable, “alliance-enabled” enterprise is key to succeed. “If you have an alliance-dependent strategy, then your entire organization, including, of course, your management team, needs to be focused on supporting it,” according to Kliman.

Organizations must shift from their traditional, inwardly focused foundations to embrace externally focused strategic assumptions for winning, and in the process, embed an operating model and culture befitting a world-class partner.


“A framework for assessing your organization’s broad-based partnering capabilities would look at those aspects of an organization that ultimately lead to behaviors and results—such as core assumptions that the organization has about how it wins, organizational design, key processes and tools, explicit and implicit incentives, roles and responsibilities, and skills,” he adds.


The discussion will focus on the difference between organizations that are designed to succeed at external partnering and those that are not. It also will drill down on how the partnering capability of an organization might be designed in a meaningful and impactful way, and the role that alliance management organizations can play to ensure that their companies are truly prepared to execute a partner-dependent strategy.


“Alliance management organizations far too often are focused on the mechanical aspects of making individual alliances work,” Kliman states. “Instead, they need to be more focused on ensuring that the organization itself is designed to support its alliance dependent-strategy, if indeed that is the strategy the organization has.”


The session also will include roundtable discussions and sharing of ideas across the broader group, during which participants can engage with their colleagues to discuss barriers they've experienced to building a true alliance-enabled organization and brainstorm changes necessary to reach that goal.

Tags:  Alliance Management  alliance managers  cross-industry  partnering  strategy  Stu Kliman  Trends and Challenges  Vantage Partners 

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Mining Eli Lilly's Century of Alliance Experience at ‘Alliance Management Workshop: Tools and Techniques’

Posted By Genevieve Fraser, Monday, February 27, 2017

Last year marked the 140th anniversary of the founding of Eli Lilly and Company. For the past century, alliances have been critical to the company’s enduring success—and again this year Lilly will share its partnering experience and expertise in a workshop at the 2017 ASAP Global Alliance Summit, “Profit, Innovation, and Value for the Part­nering Enterprise,” Feb. 28-March 2 at the San Diego Marriott Mission Valley, San Diego, Calif. USA.

Lilly’s Chief Alliance Officer David Thompson, CA-AM joins Director of Alliance Management, Gary Butkus, CA-AM, RPh, on Tuesday, Feb. 28 for a pre-conference workshop, “Alliance Management Workshop: Tools and Techniques,” a distillation of Eli Lilly's century of business alliance experience that will provide case studies, tools, and techniques used to train alliance managers at Lilly.

Given the pharmaceutical company’s longevity, Lilly has experienced a prolonged period of patent expirations. Yet the company’s research and development efforts continue apace—in 2015, Lilly achieved significant advances in their pipeline of molecules in clinical development, due in part to the alliances it has forged.

 

As part of the “Tools and Techniques” workshop, or what Lilly refers to as Alliance Management 101, Thompson will address topics salient to alliance managers such as the various types of alliance managers and the management of business risk, human risk, and legal uncertainties. He and Butkus also will delve more deeply into the three phases of an alliance life cycle.


“Lilly wants to be an open source of information in order to advance the art and science of alliance management. We hope that people will use, share, and build upon the tools and resources Lilly has developed since 1999,” Thompson notes. “I hope that attendees know more than when they arrived, feel confident in the skills they learned, and share the knowledge they gained with their own company and alliance partners.”

Tags:  alliance life cycle  Alliance Management  alliance managers  David Thompson  Eli Lilly and Company  Gary Butkus  Resources  Tools 

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ASAP New England Chapter Holds Well-Attended, Practical Meeting on Alliance Management Skills and Competencies

Posted By Cynthia B. Hanson, Tuesday, February 21, 2017
Updated: Monday, February 20, 2017

Neither snowstorm, nor sleet, nor freezing temps can keep Jeffrey Shuman, PhD, CSAP, principal at The Rhythm of Business, from a New England ASAP Chapter meeting. And apparently, it couldn’t keep four other panelists and about 40 attendees from the discussion on “Alliance Management as a ProfessionSkills, Competencies,” at the Charles River Accelerator and Development Lab in Cambridge, Mass., on Jan. 31.  

The panel talked about the basic alliance management foundational skills recognized by recruiters, career paths, adapting to the evolving ecosystem, soft skills that are key to performing the job, and other related topics in a dynamic, one-hour meeting. In addition to Shuman, who moderated the discussion and is also professor of management at Bentley University, the panel members included ASAP’s own President and CEO Michael Leonetti, CSAP; Marc Silber, founder and president of Crossover Consulting Group, a life sciences headhunting and recruiting agency; Mark Coflin, CSAP, head of alliance management, corporate planning & program management, Shire; Michelle Gardner, business development executive, cloud service providers, at IBM, who arranged the practical meeting.

The complexity of multi-industry, multi-partner alliances with a global reach has made alliance management training skills increasingly important. “Not everybody needs to be an alliance manager, but it’s our view that everybody increasingly needs to have some alliance management skills because alliance capability needs to extend to the perimeter, to the edge of the organization,” Shuman says. For example, scientists increasingly are working with other scientists in other organizations on tech solutions or drugs, whereas previously, most of the innovation was done internally. “What we see happening is folks in those areas are coming to their alliance folks and asking for advice,” he explains. “More people are interacting in these collaborations, and they really need some understanding of the skills and toolset.”

“Given that the speed, scale, and scope of partnering has increased, companies can’t afford to build an alliance management group that can manage all of the different parts of their business. When partnering with external entities, many people need a better understanding of the skills and tools.”

Among the topics that surfaced from the discussion were:

  • How to progress to an alliance management role from another area of the company
  •  Areas alliance managers are recruited from
  •  The various career paths and roles alliance managers can move into
  • Ecosystems, multi-party networks, hub-and-spoke models, and two-party relationships
  • The differences between being an alliance manager in biopharma/pharma and high tech

The topics likely will resurface in various sessions at the 2017 ASAP Global Alliance Summit, “Profit, Innovation, and Value for the Part­nering Enterprise,” held Feb. 28-March 2 at the San Diego Marriott Mission Valley, San Diego, California. Some of these topics also appear in a newly released ebook “The Power To Partner Everywhere: Why You Need It, What It Is, How To Build It,” by The Rhythm of Business Principals Jan Twombly, CSAP, Shuman, and Lorin Coles, CSAP, co-founder and CEO of Alliancesphere, LLC. Their two companies joined forces to form the SMART Partnering Alliance.  For a copy of the ebook, go to http://rhythmofbusiness.com/.

Tags:  alliance management  alliance manager  biopharma  career path  ecosystem  high tech  Innovation  Jeff Shuman  Marc Silber  Mark Coflin  Michelle Gardner  multi-industry  multi-partner alliances  partnering  Partnering Enterprise  pharma  Profit  SMART Partnering Alliance  The Rhythm of Business  tools  training skills 

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Alex Dickinson, High-Tech and Biotech Executive and Co-Founder of Start-Up ChromaCode, To Keynote ASAP Global Alliance Summit Feb. 28 in San Diego

Posted By John W. DeWitt, Monday, February 20, 2017

The 2017 ASAP Global Alliance Summit will focus on partnering for profit, innovation, and value during a time when technology and clinical worlds are among the many industries and sectors colliding in new customer-driven partnerships; Dickinson will discuss complex partnering in “The New Convergence: Life Science + Tech + Government”

CANTON, MASS. (PRWEB) FEBRUARY 02, 2017

The Association of Strategic Alliance Professionals (ASAP), the world’s leading professional association dedicated to the practice of partnering, alliance management, and business collaboration, will be telescoping the necessary practices and tools for today’s rapidly growing cross-industry, cross-sector business ecosystems at the 2017 ASAP Global Alliance Summit “Profit, Innovation, and Value for the Partnering Enterprise,” Feb. 28-March 2 at the San Diego Marriott Mission Valley, San Diego, California.

“How to maximize profit and value during a time of complexity so heavily influenced by the evolving Internet of Things and multi-industry collaboration is a challenge companies wrestle with on a daily basis,” says Michael Leonetti, CSAP, president and CEO of ASAP. “Innovation is a key component in that equation for driving revenue streams. More than ever before, this year’s Summit will be providing the kinds of ideas, tools, and best practices partnership managers need to stay on the top of their game during a time of tremendous adjustment. ”

Center stage at the annual event will be keynote speaker Alex Dickinson, PhD, founder and executive chairperson for ChromaCode and recent senior vice president of strategic initiatives at the San Diego-based biotechnology company Illumina. Dr. Dickinson will talk about the new convergence of life science and technology and its impact on the applications and cloud computing practices for large-scale DNA sequencing and leveraging genomics data. In his talk “The New Convergence: Life Science + Tech + Government,” he will discuss his firsthand experience in shaping and connecting these realms, highlighting Illumina’s role as an industry leader in innovative collaboration in the complex world of genomics, and its applications in medical research, clinical testing, and therapy. The talk will focus on Dr. Dickinson’s experiences in driving advances in the evolving, multi-dimensional partnering world across multiple industries and the public sector. Click here to read the full press release.

Tags:  2017 ASAP Global Alliance Summit  Alex Dickinson  alliance  alliance management  ChromaCode  collaboration  genomics data  Illumina  multi-dimensional partnering  partnering 

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