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Partnering the Future: Our Community’s Ahead-of-the-Curve Thinkers Pave the Path Forward

Posted By Michael Leonetti, CSAP, Monday, March 11, 2019
Updated: Saturday, March 9, 2019

Want to know what the future holds for your organization? Go to an ASAP conference or read ASAP Media publications. It’s been that way since the first ASAP Global Alliance Summit in 1999—but two decades later, at the 2019 Summit in Fort Lauderdale, Florida, it feels different. As the future of business rapidly unfolds before us in this partnering everywhere world, it seems our thought leaders are on the cusp of just about everything.

Last fall, I kicked off three conferences in three months on two continents, each time ticking off essentially the same list of trends that now are accelerating alliances and transforming how we partner. On Tuesday, March 12, I welcome alliance management’s best and brightest at the Summit’s opening and my list of game-changing topics remains pretty much the same:

  • Artificial intelligence (AI) software learns to learn
  • Internet of Things (IoT) on the edge
  • Public cloud innovation
  • Cyber security, distributed trust, blockchain, data protection and privacy (in particular, Europe’s General Data Protection Regulation, or GDPR)
  • Med tech, organ on a chip, and bio printing
  • Agile partnering and agile technologies
  • Consumers and their tools (social media) and immersive customer experience (CX)
  • Amazon and Alibaba

For alliance managers in biopharma, I also added the volatility of the Affordable Care Act (ACA) in the US—and healthcare costs everywhere; the co-pay accumulator and the consolidation of patient access; the inevitable convergence of e-services; the role of gene therapy as an economic change maker; digital therapeutics; and new antibiotic discoveries.  

Then, each time after I ticked off this list—at the ASAP BioPharma Conference in September, at the October ASAP Tech Partner Forum, and in November at the ASAP European Alliance Summit—I found myself sitting back in wonder, listening as speaker after speaker boggled my mind. Heading into spring at this month’s Summit—and heading into summer at the June 19, 2019 ASAP Tech Partner Forum in Santa Clara, California, hosted by Citrix Systems—the ride gets even wilder, and more relevant, current, and provocative.

We’ve had CEOs onstage talking about combining Cambridge, Massachusetts, life sciences and Silicon Valley technologies into software-based, FDA-approved therapeutics that replace pills. A global alliance manager who manages a $5 billion public-private partnership dedicated to accelerating the innovative medicines pipeline. Chief alliance officers from software, artificial intelligence, and robotics companies that are partnering at light speeds to automate everything they can, from clerical work and automobile driving to marketing, sales, and even alliance management itself.  

I was amazed to hear in an IoT session the back-and-forth between speakers and audience about regulatory efforts, like GDPR, to stick the data privacy genie back into the bottle. “What about privacy?” ChromaWay’s Todd Miller asked the panelists.  Scott Smith, founder of Fathym, surprisingly replied:

I think people will eventually give up privacy. Go back 100 years, when we all lived in small villages. We lived with no privacy whatsoever. I think that today's privacy issue grows out of [Orwell’s] 1984 and the ‘70s when we were concerned about Big Brother and the CIA, but I think in comparison with human history, today's concern over privacy is an anomaly. I think we’d be shocked at what they already know. … I was sitting next to a 20 year old when Snowden came out. She said, "I thought everyone already knew this.”

There’s a reason we’re so on top of things in the ASAP community: We’re in the middle of it. We didn’t have to do a dissertation on it (though we do have a plethora of PhDs in our ranks). We’re seeing, hearing it, living it every day. That’s why we build our leadership muscle—the topic of the Q4 2018 Strategic Alliance Quarterly cover story. We’ve got to be strong and flexible to pave the road to the future through our partnerships.

Ready for our next mind-blowing workout? Join me and attend at least one of the next three events already on the calendar in this year—the March 11-13, 2019 ASAP Global Alliance Summit, the June 19, 2019 ASAP Tech Partner Forum, and the September 23-25, 2019 ASAP BioPharma Conference. You’ll return to your daily tasks with profound new insights—and a brain that’s just bulging with newfound leadership muscle.

Visit http://asapsummit.org for the most up-to-date agenda for March 11-13, 2019 ASAP Global Alliance Summit, and register for the event, at. See the ASAP Media team’s comprehensive before, during, and after coverage of the 2019 Summit in Strategic Alliance publications and on the ASAP blog.

Michael Leonetti, CSAP, is president and CEO of ASAP and executive publisher of ASAP Media and Strategic Alliance publications. A previous version of this article appeared in Q4 2018 Strategic Alliance Quarterly.

Tags:  Agile partnering  Alibaba  alliance management  alliance managers  Amazon  Artificial intelligence (AI)  bio printing  blockchain  customer experience  Cyber security  distributed trust  GDPR  healthcare  Internet of Things (IoT)  Med tech  organ on a chip  Public cloud 

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The C-Suite Takes Front Seat in Lively Panel Discussion at ASAP BioPharma Conference (Part 3)

Posted By Cynthia B. Hanson, Thursday, November 1, 2018
Updated: Wednesday, October 31, 2018

This is a continuation from the panel discussion “Speak My Language: How to Have a High Impact Conversation with the C-suite,” which took place at the 2018 ASAP BioPharma Conference. See Part 1 of this blog post for background information on the panel, which included:

  • James C. Mullen, chairman of the board of directors at Editas Medicine, Inc., who has grown many organizations dependent on partnerships
  •   Samantha Singer, chief operating officer at the Broad Institute, whose organization partners with multiple industries to achieve the Institute’s mission to impact human health throughout the world
  • Alex Waldron, chief commercial officer at Pear Therapeutics, who is highly skilled at bringing in business development and alliance management expertise to grow a company through partnerships

Christine Carberry, CSAP, chief operating officer at Keryx Biopharmaceuticals, moderated the session. At this point in the discussion, Carberry had just prompted panel members to answer the following: “Let’s dig into where things tend to go awry. How do alliance professionals demonstrate their value to the organization? The second half of my question is, what are some of the pitfalls? Where do alliances get in trouble, and how can an alliance manager avoid those pitfalls?” After listening to the responses (see Part 2 of this blog for panelists’ answers), she added her thoughts.

Carberry: Build C-suite-to-C-suite [connections] early on in the relationship. I use to joke that it’s important to have relationships between companies that play golf so the CEOs can get together. You need to be comfortable getting on the phone with them and having a conversation that can go like this: “This is what we’ve done, tried, and this is why it didn’t work.” This is helpful to an executive. We need to implement what will remove barriers and allow us to go forward. The value proposition may have just changed for the companies: That beautiful future might not get created, because we all know divorce is part of the deal. One of the things you will discover as an alliance manager is  you will get people in the organization grumbling about the partner.

Mullen: How many of you inherited a contact, and you were not at the table? [At this point, nearly everyone raised his or her hand while laughter rippled through the room.] Look for the wishy-washy language. Those are the issues that never got resolved during the contract negotiations.

Singer: No matter how good your business development is, the reality is [your perception of the contract] will not match three months later.

Mullen: If you are talking about “stage gate,” make sure it means the same thing between the partners. It may seem really obvious, but it’s not. Make exactly sure of what they are saying.

Carberry: Have clear definitions. For example, “First Patient In.” You may think things are commonly understood, but lawyers say it’s important to make sure definitions are as clear as they possibly can be.

Carberry then fielded an audience question from Jeremy Ahouse, CSAP, vice president alliances, Merus. “A lot of alliance people complain that when they have to bring bad news, the C-suite thinks they only bring problems. How can you do that so that the messenger doesn’t feel like they will get shot?”

Mullen: You need a fairly straight scorecard for the goals of the partnership, and you need a record against that. That way,  it becomes evident that you are making progress. The fact is, [otherwise], you are just raising problems. Check off the problems, and let them know that they talked to you about it, that work was done, and here’s how it got resolved. Keep a high-level scorecard.

Waldron: I agree on the scorecard. And talk about successes, don’t only talk about problems.

Carberry: Everyone is conditioned to success. So if you are doing your job well, you are having those conversations about problems with us.

Waldron: If your company doesn’t have some kind of periodic review, push for that—even if it’s a 15-minute review. Push for that so you can get in front of them. We had a lot of customers, and both the customers and our company didn’t do everything perfectly. But when I had that review of information first, then when they called me up and let me know, 90 percent of the problem was already solved. I knew about it, cared about it, and it got solved.

See parts one and two of this blog and ASAP Media’s ongoing coverage from the 2018 ASAP BioPharma Conference on the ASAP Blog at www.strategic-alliances.org. You will find interviews with conference presenters and other coverage of leadership and strategy, biopharma-tech partnerships, and other trending conference topics in recent and forthcoming editions of Strategic Alliance Magazine and eSAM Plus

Tags:  Alex Waldron  alliance managers  Broad Institute  Christine Carberry  collaborations  c-suite  Editas Medicine  James C. Mullen  Keryx Biopharmaceuticals  partnerships  Pear Therapeutics  Samantha Singer  scorecard 

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The C-Suite Takes Front Seat in Lively Panel Discussion at ASAP BioPharma Conference (Part 2)

Posted By Cynthia B. Hanson, Wednesday, October 31, 2018

This article continues ASAP Media’s coverage of the panel discussion “Speak My Language: How to Have a High Impact Conversation with the C-suite,” which took place September 25 at the 2018 ASAP BioPharma Conference in Boston. After introducing the panel members (see Part 1 of this blog post for background information on the panelists), Christine Carberry, CSAP, chief operating officer at Keryx Biopharmaceuticals, prompted the panel members to answer the following: “Let’s dig into where things tend to go awry. How do alliance professionals demonstrate their value to the organization? The second half of my question is, what are some of the pitfalls? Where do alliances get in trouble, and how can an alliance manager avoid those pitfalls?”

Samantha Singer, chief operating officer at the Broad Institute: Alliance managers demonstrate their value in their ability to escalate appropriately and bring issues to senior management. We don’t always understand where relationships are going to stumble when we go around the corner. Where I’ve seen situations fall down is when alliance managers think they need to solve problems first; coming to the senior executive when there’s something wrong without ideas for how to solve it. Also, treat the relationship as a relationship. Make sure the transactional doesn’t get in the way of the relationship for you and the entire team. The last point is: Keep the conversations honest. When people are collaborating together, someone usually wants to impress someone else or know more. But we all know, on projects, that is not how you get things done: Tackle problems, and be creative. And make sure that honest dialog really happens.

James C. Mullen, chairman of the board of directors at Editas Medicine, Inc.: Understand whoever is running around the C-suite, they only know so much. You need to decide what they need to know. The tendency is to over-communicate. I’ve received 40-page project reports that I never read. I only care about the problems. Focus on escalating the exceptions. That’s what I need to know about. The best way to get my attention is: Don’t try to tell me everything as if I am on the same level as you are. If you dump those 40 pages in my in-box, they never get read. Escalate it, and escalate it quickly. If there is an issue, highlight it and tell me what the implication of this issue is. I want to hear ideas on how to solve the problem. Finally, I want to know if you need help from me to work on a problem. Those are my four steps. The last thing is: You need to know the details of the contract. And if the realities of the partnership are drifting to someplace else, you need to address that contractually. If they drift too far, then you are in a no-mans land of who-was-supposed-to-do-what.

Alex Waldron, chief commercial officer at Pear Therapeutics: I am empathetic in one area: You are the people who need to implement the contract that has just been written. You’ve got to translate the three million pages into what it means for the company and get that going forward. The quickest way to do this is to create as much transparency as you possibly can with the partners out there. Alliances are like marriages: When you get married, you are star struck. It’s a wonderful idea that is almost never accurate. As both companies grow, the priorities will change over time: Your job is to remind everyone of that. Don’t use the “E” wordEscalate. Try to understand the alliance manager on the other side of the table, and create as much transparency as you can, even if it means saying “I understand why you are saying ‘no’ to me, but I must insist based on this contract….”  Managing the contract is absolutely critical. To ensure the success of the contract is essential to avoid pitfalls.

See recent and forthcoming editions of eSAM Plus and Strategic Alliance Magazine and revisit the ASAP Blog at www.strategic-alliances.org for continuing, comprehensive ASAP Media team coverage of the 2018 ASAP BioPharma Conference. 

Tags:  Alex Waldron  alliance managers  Broad Institute  Christine Carberry  collaborations  c-suite  Editas Medicine  James C. Mullen  Keryx Biopharmaceuticals  partnerships  Pear Therapeutics  Samantha Singer 

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Vanguard Ecosystem Leadership: The Highly Successful Evolution of Salesforce’s Partnering Practices

Posted By Cynthia B. Hanson, Wednesday, October 17, 2018

Salesforce’s vanguard leadership has been exemplary when building strong partnering ecosystems. As a rainmaker in the API economy, the company designed the largest technology ecosystem and most active cloud marketplace. Leslie Tom, senior vice president of AppExchange marketing and programs, has played a significant role in that transformation. In her session “API Economy: Salesforce AppExchange Partner Ecosystem” at the 2018 ASAP Tech Partner Forum, “Reimaging Part­nering in a Disruptive World,” on October 17, at the Four Points by Sheraton, San Jose Airport, San Jose, California, she plans to share strategy and insight on how to build and benefit from a strong partnering ecosystem, and the invaluable role alliance managers play in fostering a healthy ecosystem.

“Our alliance managers at Salesforce are different than at other tech companies,” Tom began the interview. “They are involved throughout the entire process of recruiting partners to build solutions, onboarding partners, and working with partners on their go-to-market for business growth. They are building customer success from day one. Our alliance managers are critical to the success of the partners, [and we are] all focused on the joint success of our customers. When partners come into our ecosystem, the sole focus really is on partner and customer success. We have a saying at Salesforce to our partners: ‘When you succeed, we succeed.’”

In late 2005, Tom joined Salesforce and started recruiting partners for the AppExchange. The AppExchange was launched in 2006. From the beginning, Salesforce had “partner account managers” that acted like alliance managers, she explained. During the past 12 years, the company developed a much larger team that is now “100 percent focused on partners, their success and joint customer success.” Salesforce’s alliance managers work with one to many partners, depending on the company size and revenue opportunity. One of the company’s newest partners, Nokia, underwent a transformation similar to what many larger Fortune 500 companies are now trying to create—new revenue channels through partnerships, she continued. The former phone maker transformed to serve communications service providers, governments, and consumers.  Nokia created Nokia Intelligent Care Assistant solution on the AppExchange to provide holistic view of the customer to drive fast solutions to customer care issues.

The AppExchange—the #1 enterprise cloud marketplace—also goes by another name: AppExchange, the Salesforce Store. “We refer to AppExchange as the Salesforce Store because it offers much more than apps,” she said. “In today’s customer-driven world, we have apps, components, bots, data sets, and more. In 2006, we were more of an app directory where customers could find Salesforce extensions. Today, the AppExchange offers intelligent recommendations, personalized engagement and guided learning paths to help our customers find the right solutions faster. We have more than 5,000 solutions and more than 6,000,000 installs on the AppExchange.”

Other app marketplaces offer a one-to-one exchange, such as if you download an app for your phone, she explained about the difference. “On the AppExchange, one solution can be deployed to thousands of users; it’s not a one-to-one exchange. In fact, 88 percent of all of our customers are using AppExchange solutions and 89 percent of the Fortune 100 use AppExchange solutions. What is also unique about the AppExchange is that we think about it like Amazon in terms of customer reviews and ratings. If you go to AppExchange.com, there are over 80,000 customer reviews with star ratings, so our customers can look at multiple solutions, evaluate on peer reviews, and find the right fit for their business challenges.”

She then returned to the central theme of the session and reiterated the most important point: building a strong partner ecosystem focused on the success of your customers. “If your focus is on customer success, your partners and your company will be successful together. That is how we work with our alliance managers—to ensure that our partners are focused on customer success.”

Stay tuned for more of the ASAP Media team’s coverage of the 2018 ASAP Tech Partner Forum on the ASAP Blog at www.strategic-alliances.org. Learn more about the 2018 ASAP Tech Partner Forum at http://asaptechforum.org

Tags:  alliance managers  Amazon  API Economy  AppExchange  ASAP Tech Partner Forum  customers  ecosystem  Leslie Tom  partners  Salesforce  solution  transformation 

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The Beatles, Alliances in the C-Suite, and a Company Built on Strategic Partnerships (Part 1): Citrix Chief Marketing Officer Kicks off the ASAP Global Alliance Summit

Posted By John W. DeWitt, Tuesday, March 27, 2018

“Our entire business is predicated on ‘any-ness,’ so we recognize you can’t go it alone,” said Tim Minahan, senior vice president of business strategy and chief marketing officer of Citrix and the keynote speaker at the Tuesday, March 27 opening session of the 2018 ASAP Global Alliance Summit. “Citrix was founded 29 years ago [and] has built its entire business on nurturing and fostering strategic alliances and strategic channel relationships. We have dozens of alliances today and nearly ten thousand channel partners that are building entire businesses atop of Citrix.”

Minahan took the stage after opening comments from ASAP President and CEO Michael Leonetti, CSAP, and an introduction by ASAP Chairman Brooke Paige, CSAP, vice president of alliance management at Pear Therapeutics. Leonetti emphasized to a jam-packed ballroom how, historically, more than half of alliances fail or fail to deliver—but today, “we’ve reversed that trend of alliance failure,”  citing ASAP and other research data indicating “those organizations that have implemented ASAP best practices, and have certified practitioners, are able to achieve up to 80% success rates.” The recent ASAP 6th State of the Alliance research study, he added, “shows that alliances that use best practices make more money. That was something intuitively known for a long time in the ASAP community, but now the data show it as well.”

Leonetti emphasized—and Minahan exemplified—that today, alliance management has a seat at the leadership table and correspondingly, the C-suite itself better understands, is more engaged, and more than ever emphasizes business collaboration and partnering strategy to drive growth, innovate, and deliver better experience and value to customers. Leonetti clicked to a slide citing a slew of business research studies “since 2014 that consistently say CEOs now get it” and rely upon “new strategic alliances for growth, innovation, and go-to-market.” Indeed, “KPMG’s CEO Outlook study in 2016 said 40 percent of CEOs believe we need to move alliances to the C-level.”

For the ASAP community, this advance—of partnering as profession and alliances as core to company strategy—has been a two-decade journey. This year ASAP celebrates the 20th anniversary of its founding. (See the Q2 2018 issue of Strategic Alliance Magazine for a look back at ASAP’s formative years.) Leonetti did a shout out to ASAP’s Founding Chairman Robert Porter Lynch, CSAP, asking him to stand up and be recognized. “Talk about a visionary,” Leonetti exulted as the audience enthusiastically applauded Lynch. “We appreciate everything you’ve done, Robert.”

Leonetti concluded his comments by emphasizing, “We really need a vibrant community. Engagement is the key to our growth. We have the tools, the people, and we have the attention of every CEO. The table is set.”

To introduce the keynoter, Leonetti invited the ASAP chairman to the stage, recalling that he and Paige both “started in ASAP in 2003. Brooke is now VP at Pear Therapeutics. Brooke has worked with companies with 80,000 people and now, I think, with 50.”

Paige took the handoff. “Here at ASAP we love to talk about the ASAP family, a close community of alliance practitioners. But the question is, what kind of family are we?” she asked. “I was talking to my teenage stepson about alliance management, describing what we do. I said sometimes we see things way ahead in the future that others don’t see. Sometimes we’re dealing with a derailment of a partnership and helping to fix it. Sometimes we’re doing things that nobody else sees. My stepson said it sounds like alliance managers are superheroes,” she said, clicking to a slide with images from recent Marvel comics movies, then to the next slide with the headline on the front page of Superman’s Daily Planet: “Alliance Managers Save the World!”

Paige then introduced Minahan, an English and political science major and graduate of the Kellogg School of Management’s Chief Marketing Officer Program, who joined $3.2 billion Citrix about two years ago. Minahan framed his presentation around the theme of “everything I ever needed to know about strategic alliances I learned from the Beatles.”

Read more of Minahan’s comments—and alliance management insights he derived from Beatles songs—in Part 2 of this blog post.

Tags:  alliance managers  Brooke Paige  Citrix  Michael Leonetti  partnership  Pear Therapeutics  Tim Minahan 

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