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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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Ben Gomes-Casseres and the Bayer Team Return to the 2016 ASAP BioPharma Conference with an Interactive Roundtable on Creating Alliance Success

Posted By Cynthia B. Hanson, Tuesday, September 6, 2016

One session at last year’s ASAP BioPharma Conference was such a success that Ben Gomes-Casseres, CSAP, DBA, and the Bayer HealthCare team are returning with the same theme in a new interactive roundtable format. Their deep dive on “Making Better Alliances: How Alliance Management, Business Development, and Legal Can Collaborate More Effectively” will delve into how to successful integrate alliance management, business development, and the legal division to improve alliance success rates.  They return to the stage for 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.

 

An alliance strategy consultant, professor at Brandeis University in Waltham, Mass., and author, Gomes-Casseres will be moderating the session with Bayer award-winning cross-functional team of John A. Calvo, Karen Denton, CA-AM, and Claudia Karnbach problem-solving an alliance management case. Attendees will be participants, too, tackling tricky alliance scenarios with best practices through dynamic peer-to-peer exchanges. I asked Gomes-Casseres a few questions about the impetus for the session.

 

What are the most common reasons for the high failure rate of alliances?

As a community, we have made great strides in alliance management, but we have been myopic. We need to broaden our view so that we can see more clearly the faults in alliance strategy and design that frequently lead to dissolution.

The reason half of all alliances fail can be largely attributed to poor up-front design, which includes: 

  • Choosing the wrong partner
  • Deciding to partner for the wrong reasons
  • Flawed contract terms

Part of the problem is that alliance management is left out of the early decision process. Part of it also is that alliance management, business development, and legal speak different languages and concerns. Making a robust alliance requires effective collaboration between business development, legal, and alliance management. However, this aspect of internal collaboration often receives less attention from alliance managers than the work they perform after the deal is “done.” That’s one component in critical need of change to improve the success rate.

What solutions will you and the Bayer panel be recommending in your session? 

At the 2015 BioPharma Conference last year, I held a session with Bayer Healthcare executives from alliance management, business development, and the legal division that focused on four areas: 

  • How Bayer’s does the “Deal to Alliance” process, which is a way of describing how to pay attention to both alliance strategy and management
  • The importance of involving alliance management early on in the deal
  • The contributions alliance management makes to negotiation and contract terms
  • How combining these elements builds more robust alliances

This year, I invited the same team that provided a session at the BioPharma Conference last year to come back and work in an interactive continuation of that session with participants. We plan to quickly rehash what was covered last year and then do a deep dive into fresh and innovative approaches. We plan to share a case study and explore in open discussion how to solve it. In the process, participants will learn how alliance management can contribute to business development and contracting and the best way to bring the D2A process back to their own companies.

 What is your goal of the session for participants?

 The goal is simple but essential to having a solid alliance. We want to:

  • Make more robust and quicker alliances
  • Resolve the differences of perspective among functions in alliance design
  • Broaden the role of alliance management in the organization

How does your new book Remix Strategy: The Three Laws of Business Combinations, published by Harvard Business Review Press, promote some of these ideas?

 Remix Strategy provides the tools to fix this problem. The solution lies in designing alliances so that they can be governed effectively to create value. I call it the “Deal to Alliance” process, which means paying attention to both alliance strategy and management. For a healthy alliance, it’s critical to integrate the process of designing and implementing alliances along their full lifecycle.

Tags:  alliance management  alliances  ASAP BioPharma Conference  Bayer HealthCare  Ben Gomes-Casseres  business development  Claudia Karnbach  collaboration  John A. Calvo  Karen Denton  Keywords: Remix Strategy  management  patner  strategy 

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The Benefits of Having the Alliance Manager, Attorney, and Business Developer Coordinated at the Negotiation Table—and Beyond: A Panel Discussion with Bayer HealthCare

Posted By Cynthia Hanson, Friday, September 11, 2015

You’ve assembled a great team and negotiated what seems to be a good deal with a partner. But if you are Bayer HealthCare, before you seal it with your legal teams, what do you need to consider before launching into what might be a 10- or 15-year arrangement?

 

“We’re talking about a process that needs alliance management, legal writing, and business development,” said moderator Ben Gomes-Casseres, CSAP and author, consultant, and professor at Brandeis University. “A mix of disciplines is probably what our message is here today. Claudia’s job is to get the deal, Karen’s is to live the deal, and John’s is to paper it over and make it legal. Three functions that are very important to coordinate,” he added, referring to the three panel members at the  2015 ASAP BioPharma Conference practical how-to session “Making the Link between Alliance Deal and Alliance Life”—Claudia Karnbach, vice president and head of business development and licensing, specialty medicine, Karen Denton, CA-AM, director of alliance management, and John A. Calvo, senior counsel.

 

In the traditional business model of biopharma alliances, a lot of handover and passing of the baton took place after the deal was inked. But companies like Bayer are evolving toward a more integrated approach, Gomes-Casseres said.  “If we can have the same people around the table negotiating and launching the deal, and get the same team doing due diligence and managing the alliance, it all helps with stronger alliance and consistency.” 

 

“You need to look at the deal through the lens of the contract,” added Calvo from the legal perspective. “Do we have mechanisms in the contract, how are we going to deal with lifecycle development? Those are the kinds of things you need to think about early on, because at negotiation, it’s really too late. … Just as we build in a mechanism for joint value, you need to look for disconnects such as if the parties are sharing expenses 50/50, but one party holds the decision-making.”

 

“Building on what John just said, we now have model where the alliance manager is pulled into the deal early,” said Karnbach. “We saw how this would benefit us in renegotiations. We are striving to have very few renegotiations. If you do direct development, at times things are changing quite fast and what you put in the contract is outlived tomorrow. What we have to do is build with transparency, common interest, and common value with the partner.”

 

“I am the main beneficiary here,” observed Denton from her alliance exec’s perspective. “I get a deal that is much more future-proof and manageable. The alliance is much easier to put into place.”

 

“I am the second beneficiary because I don’t have to jump into renegotiation,” added Karnbach. “I can only try to encourage all of you to incorporate this model because it will improve the [long-term] deal you do with other partners.”

 

“There has been a lot of change in mentality among alliance managers and attorneys,” said Denton. “When I first came into alliance management, we sat in different camps. If problems came up in alliance management, alliance managers would see it one way and legal would see it another way. John and I now meet every week—we are in the same tent and work together, to each other’s strength.”

 

Calvo concurs.  “We now discuss alliance issues when they are minor issues, before they blow up.” And one of the key benefits is the continuity: “In the past, everything was so siloed.”

 

But can bringing in the alliance manager at an early stage be disruptive? asked Gomes-Casseres.

 

“You need the consistency of people bringing stability and knowledge, not migration,” answered Karnbach. “Loss of knowledge can be avoided by having a person at the table and living the alliance later on.”

 

Denton recounted a positive partnering experience she had involving a very fast launch with a full team around the table in less than two weeks.

 

“That ability to hit the ground running can be valuable to both the company doing the deal and the partner company as well,” she said. “Listening to the parties’ needs and interests is necessary to structure the deal, but even more important when you start to live the deal. So when you are living the deal, you have to have an eye on the partners’ interests.”

Tags:  2015 ASAP BioPharma Conference  Alliance Deal  Alliance Life  Alliance Manager  Bayer HealthCare  Ben Gomes-Casseres  Brandeis University  Claudia Karnbach  John A. Calvo  Karen Denton  renegotiation 

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