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Q2 2018 Strategic Alliance Magazine: The Culture of Jazz (Pharmaceuticals); a Massive Dutch Cross-agency Alliance; Award-winners—Past and Present; Three ASAP Fall Events

Posted By Cynthia B. Hanson, Wednesday, September 19, 2018
Updated: Monday, September 17, 2018

When the culture of a company really sings, it’s worth exploring the unifying elements. That’s what John W. DeWitt, ASAP Media and Strategic Alliance Magazine Editor and Publisher, explored in the Q2 2018 issue’s cover story, “Choose Culture First: How to Build a Collaborative Enterprise from the Ground Up—and Treat Every Partner Well.” DeWitt probes the underpinnings of Jazz Pharmaceutical in an interview with Cofounder and CEO Bruce Cozadd, and the company’s head of alliance management, Ann Kilrain. Culture, collaboration, and consistent partnering behaviors are integral to Jazz’s success, which is focused on sleep hematology/oncology solutions. “People judge you all the time, and what’s important is how you behave all the time,” says Kilrain during a captivating discussion that emphasizes how consistency and integrity are interwoven into the company culture. Also in this issue’s Up Front, “The Sound of Success,” President and CEO of ASAP, Michael Leonetti, reiterates that point with The Four Cs of Alliance Leadership: Communication, Culture, Collaboration, Compromise. In collaborative leadership, “leaders model their organization’s values and … can impact the culture of an organization,” he writes.  

A second cover story focuses on managing the collaboration of three big government agencies in The Netherlands. In “How an Alliance Matured from Chaos into Award-winning Order,” Diantha Croese, alliance manager at the Dutch Alliances on Data, and Menno Aardewijn, business consultant at the Dutch National SSA, discuss how they tamed a giant, unwieldy cross-agency collaboration between the Dutch IRA, Social Security Administration, and Statistics Netherlands. The management required incredible perseverance as well as “disruption, adap­tation, and overcoming sizable resistance,” and an intricate framework to establish cooperation and financial order between the agencies. Assigned the task of coordi­nating the collection of data about tax revenues, wages, benefits, and corresponding data for the Dutch gov­ernment, they streamlined financial data for the Dutch society while lowering administra­tive costs for employers and operating costs for the alliance partners.

Two other articles in this issue probe the question of what constitutes ASAP award-winning alliance behaviors. First is an article about the 2018 ASAP Alliance Excellence Awards, where seven companies won the four ASAP awards for remarkable accomplishments and exemplary conduct. The second article zeros in on the winner of the 2018 ASAP Alliance for Corporate Responsibility Award, which was presented this year to Cisco and Dimension Data for their celebration of 25 years of partnering with 25 altruistic service projects. The article highlights company employees and their voluntary contributions around the world, which range from education opportunities for girls in Sudan to community bicycles for school children in Thailand.

The Member Spotlight also focuses on the 2018 Individual Alliance Excellence Award winner Julphar in  “Breaking Boundaries in the Pharmaceutical Industry.” Along with pharmaceutical partner MSD, Julphar strategized to make a major difference in seven therapeutic areas for six countries in the Middle East and North Africa region. Julphar’s strategic alliance team consists of in­dividuals from diverse backgrounds whose combined skillsets and experience are viewed as critical to helping the company develop and sustain strong strategic alliances in a different area of the world to create the unique DUNES alliance.

Looking back, this issue also provides a roundup of the 2018 ASAP Global Alliance Summit in “The In-Demand, On-Demand World of Alliance Management, as Portrayed by the 2018 Summit Speakers.” The article captures the essential points of the keynote address and four plenary talks. Looking forward, “Circumnavigate the Globe this Fall With ASAP Conference Offerings” provides a synopsis of ASAP offerings this fall with a review of seminal topics for the three events: The BioPharma Conference, Tech Partner Forum, and European Alliance Summit.

For some hard-hitting findings, turn to Eli Lilly and Company’s Editorial Supplement “Common Value Inflection Points in Pharmaceutical Alliances.” Finding and understanding key inflection points can reveal a lot about your alliance and help alliance managers make good decisions, the article purports. It then does a deep dive into the topic with corroborating data and methodologies.

Finally, The Close relates a personal story about a former World War II Marine’s experience working at the Ford Motor Company in the 1950s during a time of great transition and innovation. “A Lesson From the Whiz Kids: Change and Teams‘An Inevitable Combination’” points out how teams have played an integral role in every major change throughout history. Whether political upheaval or disruption in business, it takes a combination of inspired leadership, engaged executives, collaboration, and a culture of teamwork to bring about a seismic shift. 

Tags:  2018 ASAP Alliance Excellence Awards  Ann Kilrain  ASAP BioPharma Conference  ASAP European Alliance Summit  ASAP Tech Partner Forum  Bruce Cozadd  Collaborative Enterprise  Culture First  Eli Lilly and Company  inflection points  Jazz Pharmaceutical  Julphar  MSD  Partnering Well  Strategic Alliance Magazine 

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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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2018 ASAP Global Alliance Summit To Provide New Business Perspectives and Proven Leadership Practices

Posted By John W. DeWitt and Cynthia Hansen, Tuesday, December 19, 2017

Some 50-plus seasoned alliance managers and business insiders to share their know-how and valuable content in the form of sessions, workshops, talks, and panel discussions from 35-plus leading companies, educational institutions, and consultancies

The Association of Strategic Alliance Professionals (ASAP), an international association dedicated to the leadership and practice of alliance management, partnering, and business collaboration, announced the theme for the 2018 Global Alliance Summit: “Propelling Partnering for the On-Demand World: New Perspectives + Proven Practices for Collaborative Business,” to be held March 26-28 in Fort Lauderdale, Florida, USA. The largest international management education opportunity of its kind, participants have access to the latest trends in the profession from a range of leading industry thought leaders providing groundbreaking talks, practical workshops, and cutting-edge sessions.

The 2018 Summit particularly emphasizes programming for veteran alliance mangers that focuses on how to apply leading edge practices and seasoned know- how at a time of considerable change with increasing multi-industry partnering. The thought leaders representing numerous industry verticals will include influential c-level and senior executives from Fortune 100 and 500 companies.

The Summit will provide a rich mix of:

  • Fifty-plus facilitators, speakers, and panelists representing 35-plus industry-leading companies, educational institutions, and consultancies
  • Twenty-eight education sessions and in-conference workshops
  • Ten-plus hours of business development and networking opportunities
  • Eight different in-conference tracks
  • Six pre-conference workshops
  • A biopharma leadership panel session
  • The renowned ASAP Alliance Excellence Awards ceremony
  • Ample networking opportunities and an engaging roundtable session

Strong international participation in past Summits has created a diverse, global, cross-cultural climate with 25 percent attendance from countries such as Australia, Belgium, Brazil, Canada, China, Denmark, Finland, France, Germany, India, Ireland, Italy, Japan, Mexico, Netherlands, New Zealand, Norway, Poland, Russia, Saudi Arabia, Singapore, Spain, Sweden, Switzerland, and the United Kingdom.

The Summit is offering intensive leadership-related pre-conference workshops Monday, March 26, on topics such as ASAP’s newly launched in-house TE-AM Training, another on overcoming obstacles and conflict, leveraging the new ISO 44001 Collaborative Business Relationship Management Standard, Game Theory in strategic decision making and negotiations, Alliance Management 201 as a follow-up to the 101 session, and CA-AM exam preparation.

The event will start off Tuesday, March 27, with a timely keynote address by tech insider Tim Minahan, senior vice president of business strategy and chief marketing officer at Citrix. A leader in global marketing strategy and operations, he is responsible for securely deliver the world's most important apps and data. A tech eclectic, Minahan has served in a broad range of business leadership roles at leading enterprise software, cloud, and services firms. He is particularly adept at defining new markets and positioning companies to own them. He previously spearheaded SAP's successful transition to the cloud as CMO of the company's cloud and line-of-business unit. He joined SAP when the company acquired Ariba, where he was Ariba’s global CMO and senior vice president of business network strategy where he led the commercial strategy for the Ariba Network, the world's largest and most global business network. He also oversaw the design and execution of go-to-market programs and marketing initiatives to fuel Ariba’s growth as a leading cloud company. 

Before the day’s close, attendees will be privy to the winners of the ASAP Alliance Excellence Awards, a big favorite as companies are honored for their alliance capabilities in specific categories. The Summit will also highlight four scheduled plenaries from top-level speakers: two from pharma companies, including Mark Noguchi, Roche’s VP and global head of alliances and asset management and Lucinda Warren, VP, business development, neuroscience at Johnson & Johnson Innovation; two from high tech companies, including Russ Cobb, global VP of alliances and channels at SAS and Wayne Usie, senior vice president & chief market development officer at JDA Software. The remainder of the Summit will include a wide variety of sessions in eight different tracks that are geared toward enhancing alliance performance, such as the life sciences, tech, and leadership. The Summit will be strongly weighted toward higher-level alliance education, such as how to think strategically and how to drive collaborative leadership throughout an organization. A new, particularly strong leadership panel session will be comprised of biopharma executives David Thompson, CA-AM, CAO at Eli Lilly and Company; Mark Noguchi, VP and global head of alliances and asset management at Roche; Casey Caperelli, head of alliance and integration management at Amgen; Nancy Griffin, CA-AM, VP of alliances with Novartis.

Attendees can expect to receive strong content from recurring Summit rainmakers, such as:

  • Ben Gomes-Casseres, CSAP, Brandeis University and author of Remix Strategy partnered with Greg McGahan, PwC deals partner and alliances/joint venture practice leader, in their session “Alliances in Corporate Development: Back to the Future?”  
  • Stuart Kliman, a partner and head of alliance management practice at Vantage Partners with “Realizing the Value of Non-Traditional Partnerships in Pharma/Biotech and Technology”
  • Jan Twombly, CSAP, president, The Rhythm of Business, and Jeff Shuman, CSAP, principal, The Rhythm of Business, and professor of management, Bentley University with “Joint Development of Complex Solutions Requires Extreme Partnering”  
  • Joe Schramm, vice president strategic alliances, BeyondTrust, and Morgan Wheaton, senior director, global partner alliances & channels, JDA Software with Partnering with Change in a World of Ongoing Disruption”
  • Dr. Ard-Pieter de Man, CSAP, School of Business and Economics, Vrije Universiteit Amsterdam with “Building Your Collaborative Business Model”

Additionally, a mix of sessions will be providing strategic perspectives and management insights in a range of industries, such as:

  • “Architecting for Transformation: The Next Generation Partner Ecosystem,” by Russ Cobb, global vice president alliances and channels, SAS Institute, and Norma Watenpaugh, CSAP, founding principal, Phoenix Consulting Group
  • “How to Optimize Value and Gracefully End Alliance Relationships,” by Jeff Hurley, CA-AM, alliance management director, Eli Lilly and Company, and Ron McRae, CSAP, director of alliance management, Janssen Biotech
  • “Alliance Management: A Growing, Enterprise-wide Activity,” by Karen Denton, CA-AM, alliance management director, BD&L alliance management, Bayer Pharmaceuticals, and Christoph Huwe, CA-AM, PhD, strategic alliance manager therapeutics, global external innovation & alliances, Bayer Pharmaceuticals
  • “Centralized vs. Decentralized Alliance Organizations: How to Survive and Thrive in Both Ecosystems!”, by Tony DeSpirito, CSAP, vice president/general manager of operation services, Schneider Electric, and Scott San Antonio, CA-AM, global director for IoT and edge compute alliances, Schneider Electric

This is a representative selection of what’s on the docket. For more information about the Summit keynote, agenda, sessions, workshops, and other programming, go to: http://asapsummit.org/.

Tags:  Amgen  Bayer  Casey Caperelli  Cindy Warren  Citrix  Eli Lilly and Company  Janssen Biotech  Jeff Hurley  Joe Schramm  Johnson and Johnson Innovation  Karen Denton  Mark Noguchi  Nancy Griffin  Novartis  Roche  Ron McRae  Russ Cobb  SAS Institute  Schneider Electric  Tim Minahan  Tony DeSpirito  Wayne Usie 

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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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Fall 2016 SAM: New Frontiers in Academic Alliances; Interview with a Star Trek Writer and Gaming Professor; the Need to Think ‘Bigger than your Biggest Partner;’ and Much More!

Posted By Cynthia B. Hanson, Tuesday, December 20, 2016

The Fall Strategic Alliance Magazine delves into several new frontiers in alliance management. This issue stretches both imagination and potential with a cover story on academic partnering, “Bringing Academia aboard the Enterprise.” The article explores the history of invention in academia and then shifts to the driving forces today that are making academia an increasingly desirable partner, and how to maximize the potential.

 

Readers are also treated to an interview with Professor Lee Sheldon, a former writer for “Star Trek: The Next Generation” and several other well-known Hollywood television series, on creating collaboratively.  Now a professor of practice in interactive media and game development at Worcester Polytechnic Institute in Worcester, Massachusetts, Sheldon believes that “bad teams are the ones that cannot communicate and can’t get past their position.”  The better teams “communicate and understand and respect the positions of others outside of their own areas of expertise,” and every challenge can be met by a game.

 

This issue’s Collaborative Buzz highlights innovative partnering and provides a peek into the topic for next spring’s 2017 Global Alliances Summit, “From Science Fiction to Reality,” by Illumina Innovator Alex Dickinson.

 

In his Up Front column “Gaining a Global Perspective,” ASAP CEO Michael Leonetti, CSAP, emphasizes the importance of a global perspective so essential today for alliance managers as he reflects on the programming from the recent ASAP European Alliance Summit. The “diversity of nations and industries,” and nearly double the attendance, provide a launching pad for his thoughts on how to lead with a winning formula: “Think bigger than your biggest partner—and communicate the value on that level,” he writes. Leonetti also integrates some ideas from the recent leadership forum at the 2016 ASAP Biopharma Conference. Speaking of which, there’s a recap is this issue of the conference that covers the wide range of interactive sessions and dynamic participants this year.

 

Dip into the “Your Career” column for some practical insight from by Eric Rosenson, senior vice president of talent acquisition at Ruderfer & Associates, and Greg Flanagan, president and founder of Emerging Healthcare Partners. John DeWitt writes about how these two search professionals challenge, enlighten, and provoke alliance executives “out of any complacency they might have about career advancement” as well as discussed valuable topics such as “transferrable skillsets—negotiation skills, knowledge of partnership from a business development and sales organization perspec­tive, and other capabilities that are commonly sought in alliance managers.”

 

The Member Spotlight shines on cybersecurity corporate member BeyondTrust in Genevieve Fraser’s interview with Joe Schramm, vice president of strategic alliances. Keys to successful partnering include treating the “partner’s win as sacred,” says Schramm in an interview that looks at the major areas of competition in cybersecurity and how strategic alliances accelerate growth and provide leverage, among other things.

 

Eli Lilly and Company is offering from its alliance management and business training kitchen another recipe for success. Their editorial supplement instructs on how to enhance the flavor and value of an alliance “tossed salad” by adding lean six sigma to improve methodologies, speed, and quality while reducing costs.

 

Finally, The Close explores the relationship between discovery and progress, and highlights an alliance between MedImmune and Johns Hopkins that has resulted in an innovative program that could provide a role model for industry. The program enlists the young minds of millennials “so eager to engage in finding the next great breakthrough for society,” writes Cynthia B. Hanson. “Many millennials are waiting in the wings for the opportunity to engage in discovery provided by a well-designed industry-academic program. It’s well worth considering as part of your overall alliance management strategy,” she points out.

Tags:  2016 ASAP BioPharma Conference  Academic Alliances  accelerate growth  alliances  ASAP European Alliance Summit  BeyondTrust  business development  Eli Lilly and Company  Illumina  industry-academic  Joe Schramm  Johns Hopkins  methodologies  MidImmune  millennials  negotiation skills  Partner  partners  partnership 

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