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ASAP Summit Spotlight Leadership Forum Highlights Exceptional Contributions: Part 1—Inspiring a Movement for Change Within Your Company

Posted By Cynthia B. Hanson, Tuesday, August 15, 2017

Every day, alliance managers work diligently to advance concepts, innovations, or products for the marketplace: self-driving cars to reduce road hazards and deaths; new drugs to promote healing and lessen suffering; technological breakthroughs to minimize energy use and reduce global warming. ASAP believes these managers deserve to be highlighted for their remarkable accomplishments, which is why the association held a Summit Spotlight Leadership Forum Q&A Panel session last March at the 2017 ASAP Global Alliance Summit “Profit, Innovation, and Value for the Part­nering Enterprise,” Feb. 28-March 2, held in San Diego, San Diego, Calif. The session was moderated by John W. DeWitt, CEO of JW DeWitt Business Communications and publisher and editor of ASAP Media and Strategic Alliance Magazine. Highlighted on the podium for their exceptional company contributions were Celine Schillinger of Sanofi Pasteur; Chris Haskell of Bayer; Maria Olson of NetApp; and Kevin Hickey of BeyondTrust. In Part 1 of this three part series, DeWitt directs the first question to Schillinger, who spearheaded a movement at Sanofi Pasteur that led to cultural changes and a progressive alliance with The Synergist. The win-win partnership also led to receipt of the ASAP Alliances for Social Responsibility Alliance Excellence Award for “Break Dengue.”

Celine, how did you get the inspiration to drive a people’s movement within your company?

Celine: It started with feelings we often don’t talk about in the workplace, such as anger and frustration. That can serve as an impulse to push you to the next level. It can serve to push and challenge the status quo. The first people’s movement started by chance—it was to foster diversity. I had such wonderful talented people around me, and that lack of diversity was affecting the people and the company itself. I thought, “I have got to do something, even if it’s just a small step. If I just complain, it will not go anywhere.” I realized I catalyzed something that no one was addressing. It came as a big surprise—I never thought something like that would happen. It changed my life and career, and I am very grateful for the company that enabled me to do that. It wasn’t easy for them or for me. I know I’ve been a pain in the neck—sometimes we are human, we don’t like to change things that seem to be working. But it’s our role to push and to trigger change. If we don’t do it, no one will do it.

How did you get executive buy in?

Celine: It doesn’t happen overnight, for sure. You have got to focus on your purpose and the ways to reach your purpose. When you start, you don’t have a budget or department, but connections have a value. Look where there are pockets of energy, and have deep conversations about your purpose. If you have deep connections that build up, you become a force. Mastering communications in your marketing will make you unavoidable to leadership. We also did things under the radar. Seek validation. Build connections. The company then will begin to see you as an opportunity. The first reaction was mockery about our being a feminist group. But when we got an award for the company, and then another, they realized we were an opportunity for them to shine. We said: “Welcome. We will be much stronger with you.” And don’t forget to work on yourself.  Be inclusive, be inclusive all the time.

Chris: Your point about having a vision [is valuable]—you can then tailor it to your customer. The [vision] incubator is also a response to frustration. In our case, we went from project manager to partnering. It was so frustrating because the home office couldn’t see the value. We tried to show them that this [vision] they didn’t act on can become valuable. That’s exactly what they don’t want to hear. So you need to create a model with autonomy and control. Create buy in for management in this case so they can see the long-term vision. A CEO at the time gave official buy in. He said, “I don’t know what will come of this. Just don’t hurt the little companies.” I will close with the fact that we had a value proposal that was a four-year plan that highlighted to the community that didn’t know us that we were of value. What we found is that the opposition eventually came back with opportunities to expand this.

Maria: You have to be connected and passionate for your cause. Executives need to know how you believe. Then you have to show them how to get there. That’s when they get confident. If you really want to do a big partnership or alliance, you need to believe in it because, if you don’t, no one else will.

ASAP Media’s coverage of the Summit Spotlight Leadership Forum Q&A continues in Part 2. 

Tags:  alliance  alliance managers  Bayer  Celine Schillinger  Chris Haskell  communications  Maria Olson  NetApp  partnering  partnership  Sanofi Pasteur  win-win partnerships 

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Academia and Industry Partnerships—Creating a Seamless Fit (Part I)

Posted By Genevieve Fraser, Friday, June 2, 2017

Though their organizations are quite different, the shared goal partners in an academia-industry life sciences alliance is to find a cure to address the disease, emphasized Mark Coflin, CSAP, an oncologist and head of alliance management at Shire Pharmaceutical, during a candid, rapid-fire discussion on the cultural differences between academia and industry. Coflin kicked off a session featuring several panelists  discussing “Making the Most of Industry-Academia Collaborations” during thePartnering for Performance in Life Sciences” track at the 2017 ASAP Global Alliance Summit, “Profit, Innovation, and Value for the Part­nering Enterprise,” Feb. 28-March 2 in San Diego, Calif.

 

Joining Coflin on the panel was Paula Norris, PhD, laboratory director and project manager at Sanford Burnham Prebys Medical Discovery Institute (SBP); Sarah Hudson, PhD, a biochemist, organic chemist, and associate director of R&D projects and operations at SBP; Joe Sypek, PhD, director and external science lead, comparative immunology at Shire Pharmaceuticals. The pharmaceutical company is dedicated to creating specialized medicines for patients with rare diseases.

 

Coflin opened the discussion with a major consideration for this kind of partnership: “From the science side, when you’re handed a project, if you haven’t been involved from the beginning, it’s difficult,” he offered. “Having someone on the alliance side helps a lot.”  Coflin said he has managed some one-off projects, but for the most part, his target institutions are involved with pediatric research where he is responsible for putting agreements together.

 

Sypek’s role at Shire is to identify and foster new academic alliance partnerships. This complex of new partnerships, in turn, feeds the early-discovery stage pipeline in the rare disease space within discovery biology and transitional research.  Shire’s milestone-based agreements are tied to contingent payments for each gene target if specified research, regulatory, clinical development, commercialization, and sales milestone events occur.

 

“We’ve tried other models,” Sypek said. “Each institution has nuances. Each has upfront money and needs money to start up. So, we start with initial payments and set the budget, year to year.”

 

“We do milestones because we need to get meaningful data.  We want data that is robust and statistically significant. If it doesn’t work out, the principle investigator (PI) can take the project and partner with someone else,” Sypek continued. “Treatments are an internal project that require regular lab meetings. Both parties must be committed to getting to goals, but all projects have regular meetings where we try to pour all necessary resources together for success.”

 

When setting up a team, if it doesn’t have a molecule, Shire might outsource and pay for its development, even if it’s outside of the budget.  In 2012, Shire entered a broad, three-year research collaboration in rare diseases with Boston Children’s Hospital, and since then has expanded to other pediatric hospitals. 

 

“Shire’s plan is to cast a broad net to get the best of the best to target the disease. That’s what the intentions are, but what are the challenges?” Sypek asked.

 

“Central to the challenges are the cultural differences between academia and industry. But the goal for both parties is to find a cure to address the disease,” Sypek concluded. “You can work for years in a lab, but it’s the research collaboration that allows a breakthrough [to be] possible. Today, academia seeks out industry partners. The boundary walls are not as high as they use to be. They are more in tune to working with industry. NIH budgets can be tight, and there are always questions about what might happen to funding. That’s where industry might be able to step in and fund research and materials.”

Part II of this blog post focuses on Sanford Burnham Prebys Medical Discovery Institute’s perspective on academic-industry partnerships. 

Tags:  academia  alliance  Boston Children’s Hospital  collaboration  Joe Sypek  partner  Paula Norris  pediatric research  research  Sanford Burnham Prebys Medical Discovery Institute  Sarah Hudson  Shire Pharmaceuticals 

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New ASAP Corporate Member, DSM, Evolved From Coal Mining to Science-Based Company with Innovation, Sustainability, and Partnering at its Core

Posted By Cynthia B. Hanson, Friday, March 17, 2017

 DSM is a global science-based company with a focus on health, nutrition, and materials. Headquartered in the Netherlands, it has undergone a vast transformation from a coal mining entity in the early 20th century to a diverse, innovative company with the core value of sustainably. Partnering via strategic alliances and joint ventures has been critical to DSM’s growth, says Anoop Nathwani, director of excellence in strategic alliances/joint Ventures at DSM’s Innovation Centre. Nathwani provided the following information about DSM.

What inspired your team to join ASAP at the corporate level?
DSM has a number of successful joint ventures and strategic alliances, such as with Novozymes and Syngenta, to name a few. Industry dynamics are changing, and it recognizes the need to partner more extensively and start to ensure that correct partnering capabilities, skills, and competencies are more widely and consistently used to ensure partner successful in developing new, groundbreaking solutions for the markets it serves. In order to achieve this excellence in alliances and partnerships, DSM is looking to learn from ASAP’s best practices and adopt the appropriate tools and skills that are proven with companies showing consistent alliance success. DSM also saw the opportunity to be able to “tap into” thought leaders and networks with like-minded individuals to share best practices and learn from failures from a community of alliance professionals.

How else do you anticipate ASAP benefitting you and your team?

By joining ASAP, we can leverage the resources, tools, frameworks, and knowledge base with real, hands-on case studies of successful alliances that ASAP and the member community can offer. This can help those involved in driving strategic alliances, JVs, and partnerships to consistently achieve success in their partnering activity, versus the high failure rates that we see happening in partnering in general. The ultimate benefit is to see DSM achieve its growth objectives through successful partnering.

How has DSM evolved during a critical time of change in tech?
The evolution is simply phenomenal. Rather than trying to paraphrase this, please view this link to the company Website that explains that evolutional growth: 
https://www.dsm.com/corporate/about/our-company/dsm-history.html The link also talks about some of our many partnerships. Our alliance with Novozymes is a feed enzymes alliance. Combining DSM's and Novozymes' vast resources provides access to innovative products that are setting new industry standards and reaping exciting business results: http://www.dsm.com/markets/anh/en_US/products/products-feedenzymes/products_feed_enzymes_alliance.html. In terms of the alliance with Syngenta, DSM and Syngenta are developing and commercializing biological solutions for agriculture.  The alliance recently announced an R&D partnership to develop microbial-based agricultural solutions, including bio-controls, bio-pesticides and bio-stimulants. The companies aim to jointly commercialize solutions from their discovery platform. The collaboration aims to accelerate the delivery of a broad spectrum of products based on naturally occurring microorganisms for pre- and post-harvest applications around the world. These organisms can protect crops from pests and diseases, combat resistance, and enhance plant productivity and fertility.

Tags:  alliance  alliance teams  collaboration  DSM  Innovation  joint ventures  Novozymes  Partnering  resources  Sustainability  Syngenta  tools 

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One Is Silver and the Other’s Gold: ASAP Summit Session Emphasizes Expansion Opportunities through Customer Renewal

Posted By Cynthia B. Hanson, Thursday, March 2, 2017

New customers can hold great opportunity, but don’t neglect the old accounts because they hold hidden gold that can maximize revenue through expansion. That seemed to be the main message Jeff Newton, CSAP, global strategic alliance manager at Cisco Systems, and his colleague, Manoj Bhatia, CSAP, worldwide sales and business development manager at Cisco, conveyed to the audience during their session “Accelerate Partner Sales through a Customer Success Methodology.” Then they explained how to do it. The talk took place at the recent 2017 ASAP Global Alliance Summit, “Profit, Innovation, and Value for the Part­nering Enterprise,” Feb. 28–March 2, at the San Diego Marriott Mission Valley, San Diego, California. Newton shared some thoughts from the session during an interview about his customer sales methodology.


How is the partner ecosystem changing/expanding to address new buying patterns?

From Cisco’s perspective, we are moving into lines of business where finance and marketing teams are making a lot of the decisions. It takes an ecosystem to deliver the right solution to the right customer. We need to ask how the changing ecosystem is impacting partners. We need to partner with the right people with the right technology. It’s really hard for one company to deliver the entire outcome.

Different people are making the decisions now. In the past, we would go into the IT department, find out the budget, and see how much product could be delivered. We have evolved to understanding what their pains are. To understand customers better, how can technology solve that problem? So it’s not really about selling product, it’s about selling solutions to business problems that the people in lines of business are having.

What is the role of alliance management in managing the customer?

It is good to understand what the customer is after. Ask yourself, what business problems are we solving? From an alliance management perspective, we need to put together the right ecosystem for the problem and solve the specific problem for each industry and vertical.

Please sum up your “customer success” methodology to drive an alliance to land, adopt, expand, and renew opportunities.

It’s about what the cost is to acquire a new customer. Companies spend a lot of time landing the new customer. Businesses forget to go back to that customer and find news ways to generate revenue with that customer. If you are adopting technology, you will be a lot more open. If you are helping a client build a data center, you may want to get into different lines of business to expand your sale. Also, we often don’t pay attention to sales teams, don’t focus enough on new opportunities, and we need to change our alliances to not only go after new business, but also expand together within the customer arena.

How can we measure our progress with customers?

There are some very different types of metrics we can look at. One thing I look at is the renewal rate for our support services. The industry average is about 90 percent, so if you go below 90 percent, you have an opportunity. It’s a compelling event to expand. The technology you have in your partner ecosystem will also help expand the sales and grow your footprint inside of a customer.

What are the best ways for alliance teams to lead this business transition and implement a customer success approach?

First, you really need to understand this methodology. Start looking at customers together in the same fashion. Ask how can we educate our sales teams on the ability to expand the opportunity and prepare for the renewal of the opportunity? How do we get our sales teams to think differently to engage with the customer? Look at the customer journey. Explore what they want to buy, and then evaluate it through a demonstration or something else, then the purchase, renewal opportunity, and then they can become your advocate inside the company. 

Tags:  alliance  alliance management  Cisco Systems  customer engagement  ecosystem  Jeff Newton  Manoj Bhatia  methodology  Partner Sales  technology 

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Unusual Alliance Management Project in The Netherlands Wins ASAP Alliance Excellence Award for Model that Streamlines Government Services

Posted By Cynthia B. Hanson, Thursday, March 2, 2017

There was plenty of celebration and even a few surprises at this year’s annual Alliance Excellence Awards that took place 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. One was the presentation of the Individual Alliance Excellence Award, which recognizes organizations that have instituted practices, tools, and methodologies in support of successful formation and management for a single alliance. The award was given to Loonaangifteketen-UWV-CBS-Belastingdienst for their novel alliance created between three government agencies in The Netherlands: Belastingdienst (Dutch IRA), UWV (Dutch National Social Security Administration), and CBS (Statistics Netherlands). The agencies applied a governance model that emphasized cross-agency collaboration that generates 60 percent of the Dutch government’s revenue in an easy-to-use system for pensions and social security benefits. The alliance lowered costs while increasing convenience to the citizenry with 96 percent accuracy. After the awards ceremony, I spoke with Diantha Croese, key alliance manager at Loonaangifteketen, Menno Aardewyn, business consultant at UWV, and Paul Vincken, alliance manager at Loonaangifteketen, about their experience, roles in the transition, and how they found themselves in a problem that required alliance management skills.

Diantha: The government wanted to lower administrative and implementation costs and improve convenience for citizens, such as making it easier to request information on taxes, benefits, students grants, pensions, and social security.

Menno: Additionally, there were two streams of money. One was for taxes and wages; the other was from social security. They wanted to bring the two streams together so one organization would complete the money stream.

Paul: The politicians requested the change.

Menno: It was forced on us by the government. The main idea was to make it cheaper and less complicated. But then the problems started.  It went completely wrong in the beginning because there was no attention to the alliance. Many people had to leave our organization, and there was no will to collaborate. People in different division didn’t understand each other.

Diantha: It was almost like the different divisions spoke a different language. The systems failed.  No one had the overhead view of where the risks were. Nobody saw the big picture.

Paul: We worked for two years in a big mess, from 2007-08 until 2010.

Diantha: It required problem analysis.

Menno: The analysis was very pure and prudent. The analysis was ordered by the government and made a lot of things clear.

Diantha: The analysis found we needed to do 50 procedures to get it started again.

Diantha: An independent alliance manager then stepped in and told everyone what to do. That helped bring people together, and helped us understand our role, why things weren’t working, and what we could do to get it to work.

Menno: He was an overriding authority.

Paul: He could intervene in the processes of the partner organization. That was his power. He had an extremely powerful start.

Menno: He was one of the solutions to solve the problems after the analysis.  This was normal procedure, but the alliance management tasks started after the first big meeting we had over two days with all of the key players on all the management levels of all the organization. It included the people who had all of the systems knowledge. These 40 people reorganized the thoughts they had. The old classical management instructions that are based on a hierarchical system weren’t working. We started to think completely new again on what we needed to manage with each other, and how we should do it together. So it was collaboration from the beginning.

Diantha: Each organization had someone they reported to, and they were aligned together in relationships they had not been in before.

Menno: We noticed in the analysis there were four dimensions that needed to be addressed to solve the problems: content, procedure (how it should be done), relationship needs, and cultural difference (awareness of the collaborating partners). We evaluated with surveys on how to manage the four dimensions. These diagnostics were really important to mirror what was really happening.

Diantha: We noticed some of the problems we faced couldn’t be solved between us, so we had to find other partners who could help us and create value for each other. We had been so busy with our own process, we finally had time to look around and see what other people were doing.

Paul: So we are evolving into a new ecosystem.

Menno: There are no boundaries anymore working together.

Diantha: They feel like colleagues.

Diantha: We did a lot of trust building. There are no groups anymore.

Paul: We are one.

Menno: It was really worth it also for our personal development. We changed because the organization changed.

Diantha: We have a lot of storytelling now so people can learn from our experiences.

Menno: We wrote a little book about all of our experiences and all the experiences we had with other organizations. The resulting system is transferable to any government. We mention many more alliances than just our own alliance.

Diantha: The model can be used in public or private companies. It’s all about aligning people.

Menno: But not just in knowledge, but the way we behave, the procedures, and how to respect each other.

Diantha: You have to help others to become successful, and that needs to be in the brain of every employee. It’s important that those at the top of the organization who want a collaboration practice what they preach. If that is not in order, then you have a problem. 

Tags:  alliance  alliance manager  Belastingdienst  CBS  collaboration  Diantha Croese  ecosystem  Loonaangifteketen  Management Project  Menno Aardewyn  Netherlands  partner  Paul Vincken  UWV 

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