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The Sound of Success

Posted By Michael Leonetti, CSAP, Wednesday, July 10, 2019

In a past issue of Strategic Alliance Monthly, we asked Bruce Cozadd, cofounder and chief executive of Jazz  Pharmaceuticals, Could Music Be the Secret Sauce of Compelling Collaborative Leaders?

 

“This concept of individual excellence, but it’s all about how you play as a group, really resonates to me as a management philosophy,” explained Cozadd, not merely a scientist, but also a classically trained musician who routinely plays all requests on the company piano while surrounded by  singing employees. “It’s a playful, energetic theme that fits perfectly with alliance management,” chimed Ann Kilrain, Jazz’s head of alliance management. “We recognize that while individuals are able to accomplish much as individuals,

we create something much greater together.”

 

The musician-CEO and his CAO continue their remarkable riff on the topic of collaborative leadership, discussing how leaders model their  organization’s values and specifically about how alliance leaders can impact the culture of an organization—change it, grow it, and help it prosper. Talk about resonance. In my observation, the best partnering companies have leaders who display the qualities Bruce Cozadd projects. And the best alliance executives model transparent leadership with partners and bring that same style to their internal leadership and alliance team culture.

 

Cozadd reminds me of my former CEO and the straightforward model I developed when I was his alliance leader.

I call it The Four Cs of Alliance Leadership:

  • Communication
  • Culture
  • Collaboration
  • Compromise

Communication. And I mean all the time. Overcommunication is the name of the game. But remember, as the late Stephen Covey taught, “Seek first to understand.” Every day you need to ask yourself, in your internal leadership role, are you seeking to understand in the way you would with your partner? Then, given that understanding, are you providing the constant, effective communication required to be understood?

 

Culture. My CEO used to tell me, “Don’t lose your soul.” He wasn’t discussing matters of faith, rather, of culture. He defined culture as what made our company great. Culture eats everything—breakfast, lunch, and dinner. But it has to be good culture—most of us have struggled uphill to partner when we work in the opposite kind of corporate culture. In a good culture, everyone is respected, not just the boss; everyone, including the boss, is accountable, expected to be open, honest, trustworthy.

 

Collaboration. That’s what we do with partners—but are you demonstrating and practicing a partner mindset within your own organization? Again, not easy. You may be criticized, you may be challenged, you may be asked who do you work for—us or them? But when you break through—when collaborative leadership begins to become part of your culture, supported by your CEO— you’re going to be wildly successful with your partners.

 

Compromise. True leaders model, every day, the ability to compromise without abdicating. Never compromise your goal. Instead, seek greatness, but understand the solution you define together will be the solution that will make you successful. You have to define it together, with your colleague or your partner, which means you have to compromise.

 

Notice that “Command” doesn’t appear in my Four C’s of Alliance Leadership. Any enduring leader knows how to command, but great partnering organizations, and great companies, get great results because people truly invest, not because they’re told what to do. Partners work the same way, as Cozadd recognizes.

 

“When we start discussions with a potential partner,” he explains in this issue, “my comment to our team is, ‘If we’re successful, we’re going to end up working with those people on the other side of the table. Let’s start treating them from the first time we meet them with respect, transparency, honesty. No hide-the-ball, no misrepresentation of our interests. They should come out with a high degree of trust in everyone. It has to be the whole team.’”

 

Call it conducting the collaborative symphony—or, simply, the sound of success. 

Tags:  Alliance Leadership  Bruce Cozadd  Collaboration  Communication  Compromise  Culture  Jazz Pharmaceuticals  Music  Resonance  Strategic Alliances  The Four Cs 

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Discovery across Sectors—and Generations

Posted By Cynthia B. Hanson, Monday, July 8, 2019

Academic Partnering Gives Industry a Chance to Magnify Discovery—and Foster the Personal and Career Growth of Millennials

 

One of the benefits of academic collaboration is that industry has the opportunity to foster the personal and career growth of millennials. The academic collaboration article in Strategic Alliance Magazine highlights the Johns Hopkins University-MedImmune Scholars Program. We need more of these types of academic collaborations to support innovation, and also the young minds so eager to engage in finding the next great breakthrough for society. During an ASAP Global Alliance Summit Keynote Speaker Alex Dickinson, senior vice president of strategic initiatives at Illumina, has pointed out, innovation has the power to lead to the end of disease. Are we ready for that kind of transformation?

 

I was reminded of the need to find ways that industry can engage millennials in innovation when my daughter and I swapped articles over the weekend. A technology buff with a gift for writing, she was interested in the advances and inventions noted at the beginning of the academic collaboration cover story. She also found the accompanying interview with Star Trek: The Next Generation writer and gaming aficionado Lee Sheldon intriguing, because he instructs a generation of millennials born and bred on futuristic worlds where technology can teach the joy of progress through teamwork and collaboration.

 

As I looked over my daughter’s essay, I marveled at how our work intertwined. She had selected the theme of “discovery” for this semester’s English class with the task of relating it to each book she reads. Her assignment was to relate discovery to Ayn Rand’s Anthem. My assignment for this issue of the magazine was to probe the value of discovery in relation to academic collaboration and industry.

 

“Discovery’s everywhere. It is fueled by the desire to learn and demands the yearning to grow. The uncovering of a new fascination is the manifestation of discovery. This love for learning is cherished and leads one to bigger and larger opportunities for growth; for without discovery one would not be introduced to areas where growth is needed,” she wrote. “Anthem brings to light the impact of discovery in societies, and shows that without it, one cannot advance or improve.”

 

The protagonist in Anthem is Equality 7-2521, an intelligent, non-conforming thinker who has been relegated to the career of street sweeping. Educating himself secretly by candlelight, he reinvents electricity during a moment of inspiration. Electricity was banned to keep the masses under control, but Equality 7-2521 realizes the revolutionary potential of his discovery if turned into an invention and manufactured because it would make life easier and also could foster other inventions, furthering societal growth. He takes the reinvention to the World Council of Scholars, the so-called greatest thinkers from around the world. But the government system has sapped them of their creativity, consensus-building, and collaborative abilities on even the simplest of innovations. Equality 7-2521 is then punished for his efforts to think out of the box and runs away.

 

“Discovery is the secret ingredient for the progression of a person or society. Without discovery, there would not be the realization that there could or needs to be improvement,” my daughter concluded. “The challenge to break free from other’s restrictions or our own is a daily struggle. When we transcend personal limitation and government obstruction, our capability to grow increases.”

 

While innovation needs some government limitations in place, such as safety and ethical guidelines, excessive restriction goes against the grain in human nature, as my daughter points out. Discovery, innovation, and manufacturing are an innate and necessary component of a healthy society. Clearly, academia is a seedbed for ideas. If nurtured properly with appropriate creative and financial resources, and combined with collaborative zeal, it can result in a cornucopia of benefits to industry and society. 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. 

Tags:  Collaboration  Forward Thinking  Millennials  Strategic Alliances  Technological Benefits 

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The ‘Boundary Bridger’: How Leadership Style Drives Alliance Team Performance

Posted By John W. DeWitt , Tuesday, March 12, 2019

“The alignment challenge is not unique to strategic alliances,” commented veteran alliance manager Timothy B. Steele, president of ARM Partners in Leesburg, Virginia, as he kicked off the closed-door, invitation-only ASAP Leadership Forum on Monday, March 11—opening day of the 2019 ASAP Global Alliance Summit in Fort Lauderdale, Florida.

Indeed, leadership teams typically are aligned only 17 percent on any given topic, according to research by SchellingPoint that builds upon the work of Thomas Schelling, the late behavioral economist who (with Robert J. Aumann) received the 2005 Nobel Prize in economic sciences “for having enhanced our understanding of conflict and cooperation through game-theory analysis.”

SchellingPoint’s “analysis of 230 collaborations uncovered that teams are aligned on only 17 percent of their peer’s views of their collaboration,” according to Michael Taylor, SchellingPoint’s chief executive. Research further indicates that about 60 percent of senior leaders’ time is spent securing alignment across the leadership team.

Steele and his co-facilitator, Loyola University Maryland professor Dave Luvison, CSAP, PhD, described this aspect of leadership as “a boundary-bridging role.” Alternating between presentation and robust discussion with the group of veteran alliance leaders, Steele and Luvison presented leadership models and emerging research identifying the critical role of boundary bridging and other key leadership behaviors.

“When we look at the job of alliance leadership, we talk a lot about focus on the customer, Steele said, “but if you don’t have this boundary-bridging role,” instead of being a chief alliance officer (CAO) with a seat at the CXO table, you might end up on the menu. Your alliance skills might make you able to cope with ambiguity, but “don’t be ambiguous about having clear mission and mandate, because [building alignment] is one area of alliances where you don’t want to deal with ambiguity. Get it crisp and clear—the less ambiguity you have the better off you are.”

Research into leadership styles of product management teams—according to Luvison, an excellent analog for alliance management—supports the notion that you should “push alliance metrics to the CXO suite [so that it is] leveraged across the business,” Steele continued, adding that that boundary bridgers integrate the alliance agenda into annual corporate planning and involve business P&L owners into key partnering dynamics and decisions.

The science indicates that boundary bridger CAOs establish a “North Star” to guide their teams, a concept advanced by The Rhythm of Business and McKinsey, Steele noted. Furthermore, boundary bridgers demonstrate high emotional intelligence and are able to “feel the headwinds and tailwinds happening in your business,” Steele said. “Think about being up on the balcony, watching yourself dance, anticipating what your partner’s next move is.”

Fundamentally, Luvison said, boundary bridgers understand that just doing a good job does not alone drive success. Research exploring how particular leadership styles improve performance of teams has identified three types of leaders. The first type of leadership style describes leaders primarily engaged in task-focused behavior, “managing and driving the team to perform, making sure every executional aspect of the alliance is done properly. The second type are scouts, who see themselves as responsible for bringing resources to the team. The third type are ambassadors focused on dialoguing with superiors and other stakeholders, proactively putting themselves on the agenda of their leaders, and managing behaviors.”

According to preliminary research findings, Luvison said, “ambassador-led teams outperformed [the two others], especially when combined with task behaviors.” Interestingly, he continued, “Frequency of communications was less important than the nature of the boundary-bridging activities. Ambassadors created the opportunity to promote the team, secure resources, and protect it from interference.”

In other words, successful boundary bridgers also demonstrated traits of the other two types of leaders.

The facilitators then asked the two-dozen or so senior alliance execs in the room how they would describe their leadership style and how much time they spend on boundary bridging. General consensus in the room: 50 percent, if not more, of their time is spent on internal alignment across boundaries.

“It’s a full-time challenge to do this. It’s not just something you can do and be done,” commented one pharmaceutical alliance leader.

“I find I have to be task-oriented even when being ambassador,” said another senior pharma business development and alliance leader.

A leader in a large high-tech company with an immature alliance practice commented that, “since it’s a new alliance management function at our company, the ratio is much higher. We have to do the WIFM—‘what’s in it for me?’—lots of meetings, lots of time spent,” the exec explained. Her boss “spends 90 percent of his time as ambassador and is more networked than most senior leaders at company,” she continued, adding, “But we do split duty—you can evangelize, but you can’t deliver the goods if you’re not executing.”

Another leader commented that “it’s a fallacy that software will solve the problem, that [you can]manage by software, manage by milestones, and forget about alignment. Then you are managing instead of leading. And if leaders are not leading, managers default to tactical.”

Stay tuned for more of ASAP Media’s coverage of the Leadership Forum and other seminal leadership discussions at the 2019 ASAP Global Alliance Summit.

Tags:  ARM Partners  boundary bridgers  communication  Dave Luvison  McKinsey  stakeholders  strategic alliances  The Rhythm of Business  Timothy B. Steele 

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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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Morphing Your Partnering Philosophy in a Changing World of Digital Drivers (Part Two)

Posted By Cynthia B. Hanson, Thursday, March 29, 2018

Key sectors of the economy are struggling to adapt to disruptions from digital technologies, such as the cloud. The change is resulting in new business models and service sector opportunities in areas such as security and supply chains. This article continues our coverage of the 2018 ASAP Global Alliance Summit session “Partnering with Change in a World of Ongoing Disruption.” Presenters Joe Schramm, vice president of strategic alliances at BeyondTrust, and Morgan Wheaton, senior director, global partner alliances & channels at JDA Software, addressed the considerable transformation in company culture that is needed to better enable new partnering models. The first part of the session covered emerging industry paradigms needed to succeed in today’s fast-paced, partnering-oriented ecosystems. These additional insights and excerpts are gleaned from the second half of the session.

Wheaton: JDA had a new CEO come in a year ago, and instead of replacing people he created a team of JDA employees to create a new culture. The culture at JDA is about three key concepts. Results—JDA is obsessed with delivering customer value. Relentlessness—we relentlessly drive new learning and innovation. Teamwork—we candidly and respectfully collaborate. So what kind of cultural change is needed to better enable new partner models? [The first change is] TEAM, which stands for Together Each Achieves More, a gradual change that takes time.

Schramm: Next on the list is [that] executives need to walk the talk: High-level executive alignment is critical.

Wheaton: Celebrate mutual success: Nothing gets more attention than selling a deal. It’s so very important to get the word out when we close a deal.

Schramm: Re-educate and reinforce. This is a big one as we go after new and different partners. We need to educate ourselves on what the win is with a new partner and why to go after them.

Wheaton: Compensation matters. I’m a coin-operated machine. Salespeople do what you pay them to do. Figuring out how to drive the right behavior through compensation is important.

Schramm: Transparent, open communications. Partners are in for the whole ride, and we need to include them.

In terms of the cultural change specific to BeyondTrust, there are lots of items. We emphasize passion—approaching each day with energy and enthusiasm. Teamwork—we work together and act as one. Customer and partner focus—the most important consideration, we are 100 percent committed to meeting the requirements of our customers and partners. Innovation—we work relentlessly to improve our products and processes for the benefit of customers, partners, employees, and the company. Integrity—we are honest and consistent in our actions.

Wheaton: So can alliance leaders design “future proof” alliances that accommodate ongoing disintermediation, otherwise known as cutting out the middleman in connection with a transaction or series of transactions? My crystal ball may not tell me what future technology will be like, but I know we will be involved in partnering. You need to put metrics in place. Sometimes you can’t future proof all alliances, sometimes you need to pull the ripcord and get out. Sometimes the pesky market shifts.

In summary, Schramm and Wheaton agree on implementing these key principles:

  • Listen and survey—be aware and anticipate changes.
  • Build a culture of “partner first.”
  • “Semper Gumby”—always be flexible; be ready to change things on the fly.
  • Execute today, but keep an eye on the future—monitor what’s coming while keeping an eye on the distance.

Tags:  alliance leaders  BeyondTrust  collaborate  collaboration  cultural change  Digital drivers  ecosystem  flexible  future proof  innovation  JDA  JDA Software  Joe Schramm  Morgan Weaton  Morgan Wheaton  partner first  partnering  partners  Semper Gumby  strategic alliances 

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