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‘Design in Pencil’ as You Integrate Change into the Design Thinking Process (Part One): BioPharma Partnering Execs Explore How to ‘Get Smart Quickly’ and ‘Change as Needed’

Posted By Genevieve Fraser, Tuesday, September 13, 2016

Participants packed the “Using Design Thinking to Drive Speed, Innovation, and Alignment in Partnering” workshop at the Sept. 7-9, 2016 ASAP BioPharma Conference in Boston, diving into the 90-minute session to gain insight into design thinking as an innovative strategy that can be applied to alliance management.

Though design as a way of thinking in the sciences was explored as early as the late 1960s, the approach was expanded on by Rolf Faste at Stanford University in the 1980s and 90s. Design thinking was adapted for business purposes by Faste's Stanford colleague, David M. Kelley, who in 1991 founded IDEO, which focuses on a human-centered approach to innovative, problem-solving solutions.

Led by ASAP board member Jan Twombly, CSAP, and her partner at The Rhythm of Business, Bentley University professor, Jeff Shuman, Ph.D., CSAP, the interactive session drew from IDEO as well as an IBM model that can be adapted to help alliance management teams solve problems at the speed and scale today’s corporate world demands. The workshop was designed to provide participants with proven tools and techniques that can immediately be put to use to align operating processes—or to address any complex problem. 

“When you know what you need to learn, you can get smart quickly,” Twombly stated as she explained how the design thinking process defines the problem and then uses the basic framework to arrive at desired customer process and outcomes.  Implementation of the solution always involves the needs of the end user.  However, iteration, the repetition of a process, is key to assessing outcomes and implementing change. And the iterations change as you begin to think smarter, she said. 

“You need to identify assumptions, and then ID info that was derived from that assumption and decide if the assumption was good or bad. But do it in pencil,” Twombly warned the group. “Give yourselves the opportunity to change as needed. Take time out of the process to do this.”

Key points in assessing end user needs and gaining other stakeholders’ inputs:

  • Interview with empathy, put stakeholders at ease, talk to invoke stories, give examples, and be specific.
  • Question statements—repeat back what you’ve heard to arrive at “yes” in an agreement and move forward.
  • Look for inconsistency and for nonverbal cues, such as, hesitation in a voice and areas that need to be worked through.
  • Do not ask leading questions and don’t give them the answers—let them come up with the truth of how they think and feel.
  • Find ways to work so you can be more efficient and effective.

Twombly cautioned that when working in tandem with another group, act as a joint think tank where you both develop a concept and don’t develop competing concepts in isolation and then fight over them. Think of how others might feel if the proposal they worked on, on their own, was roundly rejected. She then asked the participants grouped by tables to develop three questions that need to be asked of team member. 

At this point in the workshop, Shuman began to actively work with the groups. The questions needed to look at “what we’ve experienced that gets at what was wrong with the process.” The purpose of the questions is to generate design strategy from design thinking. Questions developed by the groups included:

  • What is frustrating about the ways we collaborate?
  • What is the value of meetings?
  • What about this process keeps you up at night?
  • What do you think is working about the collaboration?  What isn’t working?
  • How do you feel the meeting is going?  Be candid.
  • What defines a great collaboration meeting?  What does it accomplish?

“Use the questioning process to see what matters and then base your design on it,” Twombly said. “Ask why and how. It’s always good to gather data in pairs. One asks questions and one captures data. Order the answers in a series of needs statements, as in: 

Question: Why do we need more efficient acceleration?

Answer: We need greater efficiency to drive the agenda, to get the product to the customer.

Question:  If that is why, then how do we get there? 

Stay tuned to the ASAP Blog for Part Two of our coverage of Twombly and Shuman’s design thinking workshop, as well as continued blog posts about other informative and provocative sessions that ASAP Media team covered during last week’s 2016 ASAP BioPharma Conference at the Revere Hotel Boston Common. 

Tags:  alliance management  Bentley University  collaboration  customer  David M. Kelley  design thinking  IBM  IDEO  innovative strategy  Jan Twombly  Jeff Shuman  problem-solving solutions  Rolf Faste  stakeholders  Stanford University  The Rhythm of Business 

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A Swim in ‘The Aquarium:’ Your Chance to Collectively Shift the Thought Currents of Alliance Management

Posted By Cynthia B. Hanson, Wednesday, September 7, 2016

ASAP Summit and Conference participants spend a lot of time sitting, listening, and absorbing the most cutting-edge information in the industry. Now it’s your turn to be a speaker, guide, and thought provoker in a new session format at this year’s ASAP BioPharma Conference Sept. 7-9, “New Faces, Unexpected Places in Partnering: The Foresight to Lead, the Foundation to Succeed,” at the Revere Hotel Boston Common, Boston. The Aquarium session encourages attendees to dive in and wrestle with the hot topics of the day in a creative, ASAP-designed version of the “fishbowl” learning activity. Moderated by Jan Twombly, CSAP, president of The Rhythm of Business, the session will start with a lively exchange on key topics from several experts in the field of alliance management as the audience peers into the tank. There will be three 25-minute rounds during the session, each with a separate topic. Participants will be allowed to “tap in” and move the conversation in new directions. When someone comes onto the stage, one person must exit. 

“We’re not sticking to a script; each of these topic discussion could branch off,” explains Ann Johnson, ASAP’s content manager, who has developed the concept as an innovation ASAP programming.  “That’s the beauty of nontraditional session structure like this: It allows for free-space that often results in exploring topics in real and meaningful ways … through many different lenses. It encourages engagement, peer-to-peer sharing, and participation, which is what our members want. There are no right answers to these topics, and in fact we want to hear diverse viewpoints,” Johnson adds. “This is a way to hear from the voices we often don’t hear from.” 

It’s an opportunity to become a member of the “school” in a fast-paced, collective swim that is geared to leave participants with a more creative and innovative perspective on the potential for change in alliance management. The following preselected topics are designed to jumpstart the conversation:

Topic #1: Lead, Follow, or Get Out of the Way

True or False: The alliance management profession in biopharma has the respect, skills, and ability to lead companies into partnering with different types of partners, across industries, and in new models.

Topic #2: Handle with Care: Managing the C-Suite

How do you ensure executive leadership (C-Suite) is appropriately involved in an alliance, without giving them a seat at the table, especially when the alliance is between a small, innovative company and big pharma?

Topic #3: Breadth or Depth – What Does it Take to Succeed?

Which qualities will be more highly valued in alliance managers as the industry adapts to digitization, outcomes based pricing, and an increasing number and variety of partnerships: broad business and technical skills and experience or deep pharmaceutical industry knowledge and experience?

As the conversation evolves, participants will then get a chance to bump the following thought leaders and senior-level partnering executives off the stage: 

  • Jeremy Ahouse, CSAP, PhD, Executive Director Alliance Management, Celgene
  • Harm-Jan Borgeld, CSAP, PhD, Head Alliance Management, Merck Serono 
  • David Burnham, Senior Vice President Strategic Alliance Management, INC Research
  • Mark Coflin, CSAP, Senior Director Alliance Management Global BD&L, Baxalta US Inc.  
  • Cathy Connelly, CA-AM, Head, Alliance Management, Sanofi Genzyme
  • Andy Hull, CA-AM, Vice President, Global Alliances, Takeda Pharmaceuticals
  • Katherine Kendrick, CA-AM; Director of Alliance Management, Elanco, Eli Lilly and Company
  • Brooke A. Paige, CSAP, Staff Vice President, Strategic Initiatives, HealthCore, Inc.
  • Petra Sansom, Sr. Director, Alliance Management, Vertex Pharmaceuticals
  • Mary Jo Struttmann, CA-AM; Executive Director, Global Alliance Management, Astellas Pharma Inc.
  • Michael Sumpter, Head of Alliance Management, Servier Monde
  • David S. Thompson, CA-AM, Chief Alliance Officer, Eli Lilly and Company
  • Steve Twait, CSAP, VP, Alliance and Integration Management, AstraZeneca

 Photo credit:  MB Photo Credit: W. Chappell

Tags:  alliance management  alliance managers  Ann Johnson  Astellas  AstraZeneca  biopharma  c-suite  David Thompson  Eli Lilly and Company  Jan Twombly  Mary Jo Struttmann  Michael Sumpter  partnerships  Petra Sansom  pharma  Servier Monde  Steve Twait  The Rhythm of Business  Vertex Pharmaceuticals 

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The World of Design Thinking: How It Informs Rethinking Alliance Management for the New Faces and Places of Biopharma Partnering

Posted By Cynthia B. Hanson, Thursday, September 1, 2016

 “Using Design Thinking to Drive Speed, Innovation, and Alignment in Partnering” is a 90-minute, hands-on workshop offered at the upcoming ASAP BioPharma Conference Sept. 7-9 “New Faces, Unexpected Places in Partnering: The Foresight to Lead, the Foundation to Succeed” at the Revere Hotel Boston Common, Boston. Led by The Rhythm of Business’s President, Jan Twombly, CSAP, and Principal Jeff Shuman, CSAP, PhD., the workshop will be taking common alliance problems and advising participants on how to understand and apply an adaptation of design thinking to solve them. This workshop will introduce several different techniques along with multiple examples. In this brief interview, Jan Twombly provides a primer on design thinking and what participants can expect. 

What is design thinking?
It’s a methodology for solving complex problems that’s particularly useful in unfamiliar settings, such as partnering with multiple partners, non-asset based alliances, and partnering with sectors that run on much faster clock speeds. It started out as something used for product design, but the data-driven, user experience-focused practice has become very popular in broader business applications because it centers on innovation and complex problem solving. We’ve adapted it for partnering practices. It zeros in on the user’s needs, wants, and limitations, and makes sure that you are providing an experience they value. The tools and techniques take a user-centered approach to aligning processes and interests between and among partners, especially among new faces. It hones in on core problems so that alliance managers can really understand what is needed to solve for, and makes sure they identify the key assumptions in the proposed solutions to understand the data to be gathered to determine if it’s working or not working. In an alliance management context, the users are primarily your internal stakeholders and the equivalent at partner companies. 

How is it used in alliance management?
If you tie back to the conference theme, we live in a world where we are partnering with new partners and in a time of intense competition to get to market first. More and more in R&D is getting externalized, and to drive efficiency in all these new alliances, we need to evolve how we manage alliances. We can use design thinking to really rethink alliance processes, and thereby drive the speed, innovation, effectiveness, alignment, and efficiency required today. You can use design thinking to ensure that your alliance processes and the way you go about collaborating are providing stakeholders with the partnering experience they need to achieve alliance objectives, given the complexity of the relationships and the fact that there is a race to get the most desirable assets and align with companies that will achieve your objectives. We have looked at various ways to do that—starting with IDEO, which created the methodology that is now adapted and used by companies such as IBM, Google Ventures, Bayer, GE Healthcare, and Novo Nordisk. We’ve studied how they are utilizing it and have applied it to alliances in a method we call Partner by Design. 

You collaborated on an interesting article in the Summer 2016 issue of Strategic Alliance Magazine entitled “Mastering the Speed, Scale, and Scope of Partnering for the Connected Ecosystems of the Fourth Industrial Revolution.” How does design thinking fit into the fourth industrial revolution?
Basically, where it aligns is the fact that partnering processes and the way we have been going about partnering have to change and reflect the speed of innovation today. Partnering processes must reflect the needs of the always-on customer. As business people, we increasingly expect to have the same experience when engaging with companies such as Google, Amazon, or Nordstrom. These are companies known for delivering a great customer experience. This means that we need to change the way we go about partnering. The new business models are outcomes-based, where no value is realized or captured until the end customers get their value. That changes the rules of partnering. You can’t use the same best practices we’ve been using forever. The fundamentals apply, but the new environment demands reflection and evolution. 

Tags:  alliances  Amazon  Bayer  ecosytems  GE HealthCare  Google  IBM  Indutrial Revolution  Jan Twombly  Jeff Shuman  Nordstrom  partner  Partner by Design  partnering practices  stakeholders  Strategic Alliance Magazine  The Rhythm of Business 

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Summer 2016 Issue of Strategic Alliance Magazine: Partnering for the Fourth Industrial Revolution; SAM Celebrates Five Years of Ink; Behind the BioPharma Conference Podiums

Posted By Cynthia B. Hanson, Thursday, September 1, 2016
Updated: Saturday, August 27, 2016

Happy Birthday, Strategic Alliance Magazine! This summer’s 60-page issue, formerly known as the Q2 edition, celebrates five years of the ups, downs, and inside-outs covering cutting-edge alliance management topics, as documented by John W. DeWitt. Turn the page, and readers can explore alliance management’s critical role in the fourth industrial revolution, as foreseen by forecasters Jan Twombly, CSAP, and Jeff Shuman, CSAP, PhD, principals of The Rhythm of Business, and Lorin Coles, CSAP, co-founder and CEO of Alliancesphere, LLC. The cover story encourages readers to envision their companies orchestrating the speed, complexity, scope, and scale of the emerging ecosystem, and probes what will be required to stay attuned to the rhythm. “One thing is certain,” they predict. “If you do nothing to build understanding and capability to partner with an eco­system perspective, your company will be leaving value on the table at best—and at worst may find it­self left behind.”

 

This issue of SAM is certain to open your thought in other ways with a sneak peak of the new ASAP-commissioned 6th State of Alliances research report, “The Economics of Alliances, Social Capital, and Alliance Performance,” authored by Shawn Wilson, PhD, DBA, vice president and general manager at Beaulieu West Textiles. For the first time ever, ASAP provides hard numbers through economic and financial metrics that can be applied to enhance your company’s partnering and revenue.

 

Also on the “thought provoking” side is an Up Front book review “Committing to Collaborate” by ASAP CEO Michael Leonetti, CSAP, highlighting Martin Echavarria’s book Enabling Collaboration: Achieving Success Through Strategic Alliances and Partnerships. Leonetti wishes he had owned Echavarria’s book years ago because of its wise collaboration advice. An accomplished business coach for companies such as MasterCard, Verizon, Hewlett-Packard, Scotiabank, and American Express, Echavarria’s key argument is that partners should frame opportunity based on mutual understanding and core competencies, foster relationships over time, and make collaboration central with solid relationships when in the process of securing the commitment to development. Negotiating the collaboration portion of the deal will result in more sustainable alliances, he emphasizes over and over again. The review is an introduction to SAM’s engaging new book review feature—with many more insightful reviews to come.

 

If you’re wondering about this year’s 2016 ASAP BioPharma Conference

 “New Faces, Unexpected Places in Partnering: The Foresight to Lead, the Foundation to Succeed” Sept. 7-9, at the Revere Hotel in the heart of Boston, read the preview of the timely keynote address “Healing the U.S. Health Care System: Collaboration is Essential” by Dr. Sam Nussbaum, strategic consultant, EGB Advisors, Inc. Nussbaum will touch on the impact of the presidential elections on healthcare and offer insights from his considerable experience streamlining and orchestrating healthcare between public and private entities. The plenary will be presented the following morning, Sept. 8, by Stéphene Thiroloix, CEO at Mayoly Spindler, who will share his perspective on leadership challenges in biopharmaceuticals and healthcare in “The View from the C-Suite: Partnering and Alliances Today and Tomorrow.”

 

This rich issue also includes a Member Spotlight interviewing Citrix’s Steve Blacklock on how partnering has driven Citrix to the cloud, and we continue our Cultural Roundtables coverage from the March 1-4 2016 Global Alliance Summit, “Partnering Everywhere: Expert Leadership for the Ecosystem,” held at the Gaylord National Resort & Convention Center, National Harbor, Maryland. Part II delves into another aspect of the intensive two-hour session where participants explored cultural aspects of a region in relation to business acumen. The Spring issue covered China; this issue explores forging relationships in India and Latin America.

 

Eli Lilly and Company has provided another topical editorial supplement, “Better Together: Best Alliance Practices for Building a Better Brand,” by

Markus Saba and David S. Thompson, CA-AM. Finally, in The Close, our publisher and editor describes the message that came through “loud and clear” from the last conference he attended—partnering and collaboration truly are everywhere. We look forward to sharing with you this Summer 2016 issue of SAM that is chock full of exceptional collaborations, companies, individuals, and ideas. It’s been a terrific five years of SAM and ASAP Media—and we look forward to many more to come.

Tags:  6th State of Alliances  Alliance Practices  Alliancesphere  Citrix  cultural  David Thompson  Dr. Sam Nussbaum  ecosystem  EGB Advisors  Eli Lilly and Company  Inc.  Jan Twombly  Jeff Shuman  Loren Coles  Markus Saba  Martin E  Mayoly Spindler  Shawn Wilson  Stéphene Thiroloix  Steve Blacklock  The Rhythm of Business 

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New Offerings at ASAP BioPharma Conference Address Wide-ranging Impacts on the Healthcare and Life Sciences Industries

Posted By Cynthia B. Hanson, Saturday, August 27, 2016

As futuristic technologies become realities, professionals in the life sciences and healthcare industries are consulting their maps and charts to determine how their companies should navigate the new waters. Attendees at ASAP’s next BioPharma Conference will have an opportunity to collectively view the vast possibilities at “New Faces, Unexpected Places in Partnering: The Foresight to Lead, the Foundation to Succeed,” Sept. 7-9 at the Revere Hotel in Boston, Mass., USA. This year’s conference will address wide-ranging impacts on the industry, including the changing political scene, multi-partnering, the Internet of Things, and assistive technologies. 

 

After a rich offering of workshops on Sept. 7, the conference will kick off with a timely address from keynote speaker Dr. Sam Nussbaum, strategic consultant, EGB Advisors, Inc., who will present a talk on “Healing the U.S. Health Care System: Collaboration is Essential” (for more information about Nussbaum, see the link in this E-news), followed by a networking opportunity. The following two days include a plenary and about 26 forward-thinking, thought-provoking sessions from which to choose.

 

"The ASAP Biopharma Conference is a must-attend for alliance professionals of all experience levels,” says Jan Twombly, CSAP, former ASAP chairman of programming, and president of The Rhythm of Business. “It traditionally offers equal parts of looking outward to how the industry is changing and the implications for managing the risk and optimizing the value of alliances and other collaborations, as well as looking inward to develop the mindset, skillset, and toolset of a modern alliance capability.”

 

Well-known and respected industry luminaries are unveiling some never-before-presented information and perspectives. Take, for example, these insightful offerings:

  •  “Applying the Latest Alliance Management Research to Your Partnering Practice,” presented by Stuart Kliman, CA-AM, partner, alliance practice leader at Vantage Partners, and Shawn Wilson, DBA, vice president and general manager at Beaulieu Group: Two new groundbreaking research studies provide critical data on current trends, challenges, and opportunities in the alliance management profession.
  • “A New Model for Western and Chinese Pharmaceutical Partnering,” presented by Brent Harvey, CA-AM, director of Alliances, Eli Lilly and Company: "How To" insights on collaboration drawn from a longstanding, advanced partnership model between Eli Lilly and Company and WuXi AppTech, which provides, among other things, examples of how to leverage the regulatory environment in China to bring new drugs to market faster.
  • “New Partnerships between High Tech and BioPharma and the Alliance Management Practices to Support Them,” presented by Russ Buchanan, CSAP head of corporate alliances at Xerox Corporation, Joseph Schramm, VP strategic alliances at BeyondTrust, and David Thompson, CA-AM chief alliance officer at Eli Lilly and Company: Key insights provided by two highly accomplished technology company alliance executives that are sure to generate discussion about how biopharma alliance professionals can overcome potential challenges when partnering with tech companies.

 Preparing for rapid change is a central theme throughout the conference, and some of the workshops are offering essential “updates” for the alliance management toolbox. “With many more partners for many more purposes, new partnering models and differences to leverage, no alliance manager can rest on his or her laurels,” points out Twombly. “Unique among biopharma alliance management conferences, the ASAP Biopharma Conference leans in on where the profession is going, not where it has been."

 

Several workshops being offered emphasize the need to stay abreast of pressing industry changes, such as “Next Generation Alliance Management, Lean and Agile” facilitated by Lynda McDermott, CA-AM, president of EquiPro International, and Annick De Swaef, CSAP, managing partner of Consensa Consulting. Their workshop addresses digitalization’s influence on biopharma and cross-industry partnering, and it centers around basic questions that everyone in the industry is asking: “Are my team's current alliance best practices future proof? Should my alliance team acquire new skills?” De Swaef recommends combining ASAP’s newly launched in-company team training with the CA-AM Certification Exam Prep to strengthen company capabilities, expand into new areas of value creation, and introduce new best practices.

 

Twombly and Rhythm of Business Principal, Jeff Shuman, CSAP, are offering their own forward-thinking, 90-minute, hands-on workshop on design thinking for complex problems, such as for multi-partnering, non-asset-base alliances, and partnering with “sectors who run on much faster clock speeds than is typically seen in biopharma.” The data-driven, user experience-centered innovation and problem-solving methodology has been adapted for alliances and partnering practices.

 ASAP also plans to unveil a new custom-designed session: The ASAP Aquarium, facilitated by Twombly. Similar to a “fishbowl” communications activity, where the line is intentionally blurred between listeners and participants, ASAP’s version will start off with a deep discussion between industry thought leaders and senior-level partnering executives as the audience gazes into the aquarium. Listeners will then be able to “tap in,” join the discussion with a hot idea or new perspective, and replace the initial participants. The session provides for a fun way to actively engage and contribute to the collective wisdom of the group while exploring the questions that matter most as alliance professionals “engage with new faces and in unexpected places.”

Tags:  Alliance Professionals  Annick De Swaef  ASAP BioPharma Conference  BeyondTrust  Brent Harvey  collaboration  David Thompson  Dr. Sam Nussbaum  Eli Lilly and Company  EquiPro International  Jan Twombly  Jeff Shuman  Joseph Schramm  Lynda McDermott  Russ Buchanan  The Rhythm of Business  WuXi AppTech  Xerox 

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