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A Message to Our ASAP Member Community

Posted By Michael Leonetti, CSAP, Saturday, April 4, 2020

The global health crisis involving COVID-19 has forced all of us to change how and where we’re working, how we’re living, where we’re going (or not going), and so much more. Our hearts go out to all those whose health has been affected by this crisis, or who have loved ones they care about who are vulnerable. And we gratefully acknowledge and thank all the brave healthcare workers and others who are on the front lines of this disease, bravely exposing themselves to it as they try to save lives. Many ASAP members, too, are part of organizations that are working to produce vaccines, treatments, and vital medical equipment that can help in the fight against COVID-19.

Meanwhile, we’re very aware that across the globe, the way business is getting done looks very different right now. Like many organizations large and small, the ASAP team is working remotely and adjusting to this new reality. However, we’re still here for you! We’re working hard to put together great content for our member community and to bring it directly to you virtually. Here are just a few of the things we’re working on:

  • We’re continuing to develop quality alliance management virtual learning opportunities to go out to you as part of our series of ASAP Netcast Webinars.
  • We’re bringing you regular updates and digests of partnering news via our Strategic Alliance Weekly and Monthly emails.
  • Our ASAP blog and ASAP newsfeed remain ongoing vehicles to provide you with partnering and alliance news and insights, outtakes from our magazine articles, and more.
  • Speaking of our magazine, Strategic Alliance Quarterly is alive and well! The Q2 issue is in the works and planning has already begun for Q3 and beyond.
  • Although a number of ASAP chapter events have had to be postponed, we’re working with our chapter leaders and members to get them rescheduled—so stay tuned!
  • Planning has already begun for the popular ASAP BioPharma Conference to be held in September—with the call for presentations now open through May 1.
  • Last but not least, we’re working toward providing a high-quality, content-rich ASAP Global Alliance Summit in late June.

Like you, we’re continuing to do our jobs as best we can under these extraordinary circumstances, and we’re working every day to provide content that matters to our wonderful ASAP community. If there is anything we can do to help you and your teams during this time, please do not hesitate to reach out to our ASAP staff.

And above all, thank you! Thank you for being a member of our ASAP community. Our collective strength lies within all those engaged in the alliance and partnering world of which you are a vital part. Together, we’ll get through this!

Tags:  alliance management  ASAP BioPharma Conference  ASAP blog  ASAP Global Alliance Summit  ASAP Netcast Webinars  ASAP newsfeed  COVID-19  member community  Partnering  produce vaccines  Strategic Alliance Quarterly  Strategic Alliance Weekly  treatments  virtual learning  virtually  vital medical equipment 

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Supreme Allies: ASAP Unveils 2020 Alliance Excellence Award Finalists

Posted By Jon Lavietes, Wednesday, January 15, 2020

It is that time of year again. ASAP has revealed its list of Alliance Excellence Award finalists for 2020. Like previous winners before them, this year’s nominees created innovative products, threw lifelines to citizens in need all around the world, increased company profits, got us closer to game-changing cancer drugs, and improved the internal function of individual alliances and alliance management practices.

“Each year, we find the companies that use the most fundamental tenets of alliance management to get powerful results from their collaborations, all the while tailoring these principles as necessary to fit an ever-changing business landscape,” said Ard-Pieter de Man, CSAP, PhD, Vrije Universiteit Amsterdam, who oversaw the evaluation and selection of submissions. “This year’s nominees are no different. Everyone in the alliance management community will learn a great deal from how these organizations achieved such amazing outcomes in 2019.”

Contenders will be vying for awards in the following four categories: 1) Alliance for Corporate Social Responsibility, 2) Alliance Program Excellence, 3) Individual Alliance Excellence, and 4) Innovative Best Alliance Practice. (ASAP’s web site breaks down the criteria for each of these areas.)

Here is an overview of our finalists’ stories:

Alliance for Corporate Social Responsibility

  • Banistmo – The largest bank in Panama teamed with Reciclar Paga, an organization that collects and recycles materials, to open “ecological ATMs” all over the country where citizens automatically receive credit in their Nequi Panamá accounts when they deposit plastic bottles, cans, and other recyclables. (Nequi Panamá is Banistmo's digital financial platform.)  
  • Ericsson – This telecommunications giant provided the foundation for the United Nations World Food Programme’s (WFP) Emergency Telecommunications Cluster (ETC), which established and maintained voice and data connectivity in the aftermath of natural disasters. Hundreds of employee volunteers have been trained and deployed all over the world, supporting over 40 humanitarian relief efforts in 30 countries.
  • International SOS – The global medical and security services company partnered with wellness company Workplace Options to deliver comprehensive physical, mental, and emotional well-being services to expatriates, traveling students, and businesspeople worldwide. This partnership shows how the combination of industry-leading expertise from different organizations can support people in need.
  • Protiviti – Protiviti teamed with nonprofit organizations Feeding Children Everywhere and Rise Against Hunger to deliver millions of meals to hungry families around the world.  An open, flexible partnering model has enabled Protiviti to work with numerous partners across multiple locations worldwide.
  • SAS Institute – SAS’s ecosystem hosted the annual Nordic Hackathon, which aims to use “data for good.” Hackathon participants have created solutions that help doctors detect and treat heart failure, consumers make climate-friendly food choices, and war refugees find their families, among other use cases. The Hackathon is an integral part of SAS’s partnering program.

Alliance Program Excellence

  • Cancer Research UK (CRUK) – A global nonprofit institution established its inaugural alliance management function to provide strategic oversight and best-in-class practices to its large-scale strategic drug discovery collaborations and cofunded platform technology relationships. The alliance program is unique in the way it connects CRUK’s extensive network of academic researchers to biotech and pharmaceutical companies.
  • JDA Software – In response to increasing customer demand for cloud solutions, JDA revamped its Partner Advantage Program to include a prescriptive learning–based Partner Academy, two new partner-ready cloud environments, a Solutions Marketplace, and a Partner Locator, a searchable lead-generation engine for end users, among other features.
  • Merck KGaA, Darmstadt, Germany ­– The pharma stalwart implemented a state-of-the-art performance management program for alliances including innovative metrics for decision making and benchmarking with competitors.  KPIs are tracked on a quarterly basis. Analysis of these KPIs quarter to quarter enables continuous improvement of the alliance management function.

Individual Alliance Excellence

  • Banistmo and Sodexo – The companies combined the former’s Nequi Panamá digital banking platform with Sodexo’s Vale Panamá voucher system to create e-vale, a tool that enabled business and public agencies to provide bonuses and incentives to employees. The alliance also succeeded in building an ecosystem around this product.
  • Cancer Research UK (CRUK) and Celgene – CRUK and Celgene formed an alliance centered on research into multiple cancer-associated proteins across diverse cancer types. The alliance was structured according to ASAP best practices and implemented a mechanism for CRUK to independently engage with its academic network and make flexible spending decisions.
  • Genpact and Deloitte Genpact’s collaboration with Deloitte featured a comprehensive mix of traditional alliance best practices and modern innovative tools, such as “social capital” and “Evangelists,” people with experiences at both firms whose primary role is to help drive the connection between the respective teams. 
  • Ipsen and Debiopharm – With their contract coming to an end in 2018, Ipsen and Debiopharm rebooted and revamped their 35-year-old alliance. The partners have shown an exemplary ability to reinvent their alliance. The reset resulted in a new partnership model and a new contract for the next 15 years of partnership.

 Innovative Best Alliance Practice

  • Alcon – The company’s Trinity partner relationship management system helped streamline the reporting, governance, analytics, and communication related to alliances that impact the organization’s business development and licensing (BD&L) group. The system enhanced compliance with alliance agreements and improved alliance management.
  • Citrix (Coopetition Guidance) – With its strategic allies acquiring competitors, Citrix created guidelines for transitioning away from partners-turned-rivals. The tool is publicly available and provides a step-by-step blueprint to develop a response strategy when a partner becomes a competitor.
  • Citrix (RFSA) – The virtualization giant’s Request for Strategic Alliances Engagement (RFSA) program aligned the engineering, product management, marketing, and alliance management functions so that the company could evaluate and respond to proposed initiatives from partners significantly faster.
  • PTC – The company cobranded a series of Digital Centers of Excellence (CoE) where partners can demo Internet of Things (IoT), Augmented Reality (AR), and Product Lifecycle Management (PLM) solutions to customers and prospects. This program had a significant effect on top-line growth.

“Every profession distinguishes its top performers, and ASAP is proud to do the honors for the crème de la crème in alliance management,” said Michael Leonetti, CSAP, president and CEO of ASAP. “With more and more organizations submitting for these honors, there is mounting evidence that organizations of all kinds see the Alliance Excellence Awards as a means to validating their standing as innovators.”

The winners will be announced on Tues., March 17 at the ASAP Global Alliance Summit in Tampa, Fla.  

Tags:  alliance  alliance management  Banistmo  Cancer Research UK  Celgen  Darmstadt  Debiopharm  Deloitte  ecosystem  Ericsson  Genpact  Germany  International SOS  Ipsen  JDA Software  Merck KGaA  Nequi Panamá  partnering model  partnering program  partners  partnership  Protiviti  SAS Institute  Sodexo 

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Alignment, Agility, and ‘Leadership IQ’ | Alliance leaders always have driven alignment. But what do we do differently, as disruption accelerates?

Posted By Michael Leonetti, CSAP, Wednesday, November 27, 2019

As an alliance leader, I used to spend 70 percent of my time not working with partners, but working on aligning internally. The concept of creating value through partnering was brand new for our leaders. We’d never walk into a meeting without a pre-meeting. Building alignment stole time away from creating new value with partners—yet it was critically important to delivering the value intended when the alliance was created.

Much has changed in alliance management—but driving alignment remains a central task of alliance leaders.

Indeed, research indicates the highest performing alliance leaders are “ambassadors” who bridge boundaries both internally as well as externally. They focus “on dialoguing with superiors and other stakeholders, proactively putting themselves on the agenda of their leaders, and managing behaviors,” according to Dave Luvison, CSAP, PhD, professor at Loyola University Maryland.

That makes sense—but what about time for externally facing alliance management?

Applying agile principles to partnering reflects a broad understanding in our profession that alliance management cannot afford to accrete more bureaucracy and process. Instead, how can we simplify the activities and processes of driving alignment so that partnering can become more agile? That seems essential to proceed effectively in the ecosystem—where it’s just not possible for there to be 100 percent alignment.

Complex models once helped us describe, in comprehensive detail, the complicated work and rich value created in the alliance management function. Alliance leaders have always looked for simplified means to explain the complexity of partner value creation. Back in the day, we used our STAR model to define Situations, Tasks, Actions, and Results—simplifying our alignment discussions as much as possible.

Today, partnering leaders look to jettison complexity wherever they can, seeking shortcuts in the traditional alliance lifecycle and technologies to further streamline alliance activities. It is the embodiment of Albert Einstein’s famous admonishment: “We cannot solve our problems with the same level of thinking that created them.” At its roots, then, agility is about changing how we think.

“Growth is a thinking game,” said Salesforce evangelist Tiffani Bova, author of Growth IQ. I would add that alliance management is a thinker’s profession. As our profession both expands and evolves in direct response to pervasive disruption, our most critical and differentiating skill remains our “leadership IQ.” It defines how we understand the transformation of business and its implications for partnering practice.

“In the advancing era of artificial intelligence, companies need to create all the pieces—and alliances—necessary to make it easy to adapt for the advancement of products,” said Bruce Anderson, IBM’s general manager, high tech/electronics industry. “You need to ask how your company should be thinking about alliances in this accelerating business approach,” he emphasized. “Alliances have become fundamental to the idea of strategy.”

Anderson’s and Bova’s points reinforced each other in a powerful way, I thought. How we think, the choices (and sequence of choices) we make, and how quickly and efficiently we can make decisions all matter. Alliance managers must improve their “leadership IQ” to better understand the big picture of disruption, how it will create value or threaten loss of market share—and how, “in this accelerating business approach,” they will drive alignment accordingly.

Tags:  accelerating  agile  aligning creating value  alliance leader  alliance management  alliances  artificial intelligence  Bruce Anderson  Dave Luvison  drive alignment  Growth IQ  IBM  leadership IQ  Loyola University Maryland  partnering alliance  partners  strategy  Tiffani Bova 

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“We Need Partners—Fast!” Leveraging Partnerships to Respond to Paradigm Shifts

Posted By Michael J. Burke, Friday, November 15, 2019

For old established companies, responding and adapting to market changes and shifts in technology and consumer buying behavior can be especially difficult. When the old ways of doing business no longer bring in the revenue they once did and the once-revered firm struggles to maintain its top market position, entrenched internal processes and stagnant thinking can lead to a steady decline—or worse, an “extinction event” that topples the old behemoth.

            That might have been the case for Philips Lighting, which was spun off by Philips in 2016 with a new name, Signify (but still uses Philips branding for hardware products). Philips began its life in 1891 as Royal Philips, and was a market leader in lighting for at least a century thereafter. According to Ivo Rutten, vice president and head of global strategic alliances for Signify, the history of lighting amounted to approximately “110 years of tranquility followed by four major paradigm shifts in two decades.” He made these and other observations as part of his keynote address on the second and final day of the ASAP European Alliance Summit held Nov. 14–15 in Amsterdam.

            He even went so far as to compare these paradigm shifts to “the meteors that killed the dinosaurs.” The four paradigm shifts were the advent of LED lighting, lighting systems, services centered around lighting, and “light as a language,” involving the increasing use of Internet of Things (IoT) technologies.

            A company whose main business was ordinary consumer lighting found that this line of business was no longer so important. “Everything the company was based on was wiped away,” Rutten acknowledged. So in order to deal with these successive meteor strikes—and not to end up as dead as the poor dinosaurs—Signify realized that it “needed partners—fast.”

            And it was all very well to develop new lighting systems, services, and IoT applications and move into B2B. But to get businesses to buy and install them? IT managers at companies would say, “Philips? In my network? No way. I’ll be hacked.” Philips/Signify had no credibility in this area, so it had to seek out partners that would help it gain entry.

            A big one was and is Cisco, which could help with its own reputation in IT to pave the way. Now Signify could say, “You won’t be hacked—just ask Cisco,” Rutten said. Cisco’s credibility in network hardware and Signify’s lighting expertise combined to make a unique and appealing value proposition.

            But in order to partner effectively, Signify had to learn and develop a number of partnering best practices. Among the most important, according to Rutten:

  • Establishing clear objectives for the alliance—e.g., additional growth, alliance-attributable revenue, access to a channel, improved technology
  • Ensuring alignment in both companies, or as Rutten said, “Nail it tight”
  • Set up rigorous processes to run the alliance
  • Get “everyone on the bus” by incentivizing the sales force

Added to these must-haves, Rutten said, were a number of key insights, including:

  • An alliance is not necessarily a “regular business relationship” and may be relatively nontransactional
  • There should be a combined value proposition
  • Both companies must benefit beyond normal business returns
  • The financial impact—and the risk—may go well beyond normal business
  • Partners need to be continually aligned and realigned—which means explaining and re-explaining the what, why, and how of the alliance, internally and externally
  • The alliance should have similar importance to both parties
  • Local sales forces in both companies should become self-motivating

Although not purely transactional, it’s a reality that in an alliance each party must give and get, or as Rutten said, “Their contribution must match our needs.” He noted the importance of creating a balanced first-draft term sheet—“our end and your end”—and putting it in front of the partner before moving on to a dialogue and working out differences, aligning objectives, etc.

            As in other companies, the governance structure of significant alliances involves three tiers: day-to-day alliance management, decision making by a joint steering committee, and C-level interaction by the heads of both companies.

            Such principles and practices are important enough in a one-to-one alliance, such as with Cisco, but even more so when multiple partners are involved, as in the Philips HUE ecosystem, which blends security, lighting automation, the setting of events, tasks, and routines at home, a user-friendly interface that responds to voice or phone commands, and full integration into a smart home.

            To make HUE operational, an ecosystem was needed, involving many partners including Apple, Amazon, Nest, and Bosch, as well as more than 50,000 third-party developers who have so far put up over 900 apps on the Android and Apple platforms. As Signify and its many partners move forward, more use cases will be identified and the whole ecosystem will become an expanding universe—at least until the next meteor hits.

Tags:  alliance management  ASAP European Alliance Summit  B2B  c-level  ecosystem  integration  Internet of Things  IoT applications  Ivo Rutten  joint steering committee  one-to-one alliance  partners  Philips Lighting  platforms  Royal Philips  Signify  strategic alliances 

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Reset, Relaunch, Rebirth: Rejuvenating a Longtime Alliance to Create Future Value

Posted By Michael J. Burke, Thursday, October 17, 2019

What happens when a more than three-decade-old alliance that has gone through its share of turmoil nears the end of its contractual life? Does it simply wind down in collective exhaustion, ending with a whimper? Does it crash and burn? Or can it somehow rise from the ashes of the past?

            Two European biopharma companies struggled toward the answer to that question, and ended up resetting and relaunching their alliance to mutual benefit. Eric Ferrandis, CA-AM, vice president of strategic alliances at Ipsen, and Fabrice Paradies, director of industrial business development and global commercial alliance at Debiopharm Group, described the process of bringing their two companies’ productive partnership back from the brink and back to life in their presentation, “Partnership Reset and Launch: How to Complete the Past?” at the recently concluded ASAP BioPharma Conference 2019, held Sept. 23–25 in Boston.

            Paris-based Ipsen, a 90-year-old company specializing in oncology, neuroscience, and rare diseases, and the 40-year-old Debiopharm, a drug development company based in Lausanne, Switzerland, had an alliance going back to 1983 that had been very productive for both of them. This 35-year partnership sprang from a series of agreements and amendments for the licensing of Triptorelin—brand name Decapeptyl—a drug used in the treatment of advanced prostate cancer, endometriosis, and breast cancer, among other conditions.

            The DKP alliance, as it was known, created value for both companies, but as Ferrandis and Paradies acknowledged, it also had been set up in such a way as to cause “pain points” that those working on the alliance had never been able to address holistically. So what to do?

            As the alliance agreement neared its end by mid-2018, both companies’ CEOs agreed that a new alliance framework must be put in place, with negotiation leads empowered to get a new contract signed by the end of that year and relaunch the alliance for the long term. Accordingly, by July 2018 the companies hired the consultancy The Rhythm of Business to help get their partnership back on track by identifying the key problems that had hindered its efficient functioning and to assist in rebuilding a common vision for the alliance.

            The initiation of the reset process involved two workshop sessions covering two days and involving personnel from key functions across both companies. Among the key findings that emerged from those sessions:

  • Both Ipsen and Debiopharm still saw a promising future for the DKP alliance.
  • They also felt that the alliance’s current economic model would not unleash the full growth potential of the brand.
  • More indications launched in more territories globally would deliver greater value to both partners.
  •   Greater proactive investment in product innovation and life cycle management was required for continued success and growth.
  • The long-term relationship had laid a solid foundation, but some deep-seated divisions and differences still needed to be overcome.

Armed with these findings, the two companies’ negotiation teams—primarily three people on each side, with support from above and below—set about to restructure the alliance and set it on a better course, by:

  • Aligning financial terms in the new economic model, across all formulations of the product
  • Developing a joint life cycle management plan that fuels appropriate product innovation
  • Strengthen alliance governance to support the more ambitious economic model and operating framework
  • Working hard to build trust and ensure transparent and effective communication

As Ferrandis commented, “Everything is about trust.”

            As the new agreement was being negotiated, it was agreed that the old contract would remain in effect and the status quo of the alliance would continue on both sides. Other key points, according to Ferrandis and Paradies:

  • The need for a reset was agreed on by both companies.
  • There was buy-in by both companies’ senior leaders and leadership teams.
  • The revenue from the DKP alliance was important to both companies, so it was clearly understood that the reset/relaunch effort needed to go deep into both organizations.
  • The negotiation teams included representatives from alliance management, business development, and legal, and had input from a number of other functional areas—as well as critical support from senior leaders.

Both Ferrandis and Paradies admitted that while everyone involved wanted to “move fast” on the reset effort, it was important to lay the groundwork even before negotiations commenced to get the partnership relaunched. “We had to change the mindset” internally, said Paradies. Doing this work ahead of time—and having “the right people in the room,” as Jan Twombly, CSAP, principal of The Rhythm of Business, noted—led to a “new partnership spirit” in the alliance, according to Ferrandis.

            Ferrandis also cited leadership as “the greatest alliance management skill,” adding that behaving as a leader includes going to senior leadership when necessary to get buy-in and help get issues resolved.

            A new agreement was signed in 2018 that provided for 15 additional years of partnership between Ipsen and Debiopharm, featuring a new economic model with better-aligned financial terms, a new R&D framework with cost sharing for codevelopment mechanisms, new governance giving Ipsen final say over development and commercialization and Debiopharm control over manufacturing, and what the copresenters called a “commercial bold ambition.”

And once the new contract was signed, senior company personnel celebrated with a joint dinner in Montreux, Switzerland, on Lac Léman (Lake Geneva). The moral? For the rebirth of a long-running alliance like this one, said Ferrandis, “Don’t forget to celebrate each time you can.”  

Tags:  alignment  alliance management  codevelopmen  Debiopharm Group  Eric Ferrandis  Fabrice Paradies  Ipsen  negotiation  partner  partnership  Partnership Reset ASAP BioPharma Conference  R&D 

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