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From Entrepreneur to Intrapreneur in the Healthcare Industry: Marcus Wilson’s ‘ASAP Quick Takes’ Tutorial at the 2016 ASAP Global Alliance Summit

Posted By Cynthia B. Hanson, Monday, February 22, 2016

ASAP is introducing an exciting new presentation format at the ASAP Global Alliance Summit March 1-4:  the “ASAP Quick Takes, patterned after “TED Talks” and well-received at the 2015 ASAP BioPharma Conference, will bring four provocative speakers to the stage to provide specific, complementary insights relating to emerging ecosystems. Organized around the theme “Partnering Everywhere: Expert Leadership for the Ecosystem,” the summit will be held just outside the US capital at the Gaylord National Resort & Convention Center, National Harbor, Maryland. Among the executives in the line-up is Marcus Wilson, president and co-founder of Anthem’s real-world research subsidiary, HealthCore. With reams of background information and perspective, Wilson is well-placed to speak on his topic “The Alliance Professional as Entrepreneur.” His experience as an entrepreneur has positioned him as a guiding force in his current mission to improve the safety, quality, and affordability of healthcare through data and research. He previously developed and ran the Health Outcomes and Clinical Research program for BCBS of Delaware, on which HealthCore is founded. 

ASAP Media: What are some techniques or approaches you use to jumpstart innovation and creativity as an intrapreneur? 

Marcus Wilson: Making the shift from an entrepreneur to working as an intrapreneur, I have found that there are two major concepts to embrace.  First, I advise intrapreneurs to have patience. Second, innovative concepts have to be well-socialized ahead of formal introduction. Each group or department impacted by that idea needs to be on board with the idea or subtle undermining will limit or completely inhibit progress. As we mature new concepts, we also put into our plan a “campaign” of sorts to help recruit key influencers across the enterprise. It is one step we take to pave the way for these new concepts to gain momentum. 

How is being an intrapreneur different than being an entrepreneur in your industry, and how do they accommodate alliance managers to set the stage for the next levels of meeting customer needs? 

I would imagine for some the difference is significant. Though we have dealt with significant adjustment issues over time, the conversion to being a part of a much larger organization has gone reasonably well. We sold our company to Anthem in 2003 because we felt strongly it was an important step in accomplishing our mission. They had the resources and the position within the healthcare system that would allow us to build capabilities and influence healthcare evidence development in a way we could not do as a small, independent company. Though we have certainly had our challenges, we have benefitted from a solid business structure within Anthem that preserved much of our “entrepreneurial” culture, which was well planned prior to our acquisition, and strong executive level support over the last 13 years. Our alliance managers have played, and continue to play, a key role in both our internal and external alliances. 

What kinds of changes do intrapreneurs need to make in the evolving healthcare ecosystem? 

The healthcare ecosystem can be quite complex, and I am convinced that alliance collaborations are going to be at the heart of solving some of its current issues. Ironically, I believe we can simplify the experience for the patient by collaborating across the ecosystem itself. Thus, intrapreneurial alliance managers will be collaborating in alliances of all kinds, often with multiple companies or institutions working on the same issue. I see this as a huge shift from where alliance management first began in life sciences, traditionally between partner companies of relatively equal size.  

How do you stay ahead of the curve in terms of innovation and "outside-in thinking?" 

A good entrepreneur knows that great ideas can come from literally anywhere. We need to champion this viewpoint as we work to innovate. Just this week, we were talking about the Top 10 trends in healthcare, and asking ourselves for each item: “How might this development influence our future business? How might we organize ourselves to better leverage that innovation? Are we in a unique position to bring that innovation to others?  As a novel, care research organization, what insights can we bring to a given issue?”  As this is core to our business, it is critical to maintain and harness that outside-in thinking 

How is HealthCore on the cutting-edge of intraprenuership and understanding customer needs in the evolving healthcare ecosystem? 

Our early years were spent embedded in a large group practice in Delaware. We worked to support better decision making between the physician and patient at the point of care. Many tough lessons learned in those formative years led us to begin developing innovative ways to get the right information to those two key decision makers. Since our inception in 1996, we have felt the best means of impacting patient outcomes was to influence the many decisions made prior to new drugs and technologies getting to the patient. Realizing the innovators (e.g., the pharmaceutical industry), the regulators (FDA in the US) and policymakers had a major impact on what eventually makes its way to the point of care, we positioned HealthCore squarely on the lines where healthcare stakeholders intersect. Our position gives us rare insight into the needs, priorities, and unique language of each of these stakeholders. In this effort, collaboration is key. We are owned by a payer and leverage the resources and raw materials (data and their important relationships with the providers and patients) from that payer to close critical gaps in evidence in collaboration with the industry and regulators, which facilitates better technologies getting to the market with the right evidence to support their effective use in patient care. It is often a very tough line to walk, and alliance management is essential to our success. 

Tags:  alliance management  alliances  Anthem  collaboration  data  emerging ecosystems  entrepreneur  healthcare  HealthCore  intrapreneur  life sciences  Marcus Wilson PharmD  outside-in thinking  pharmaceutical industry  policymakers  regulators  research 

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The Benefits of Sponsor and CRO Collaboration—from Leveraging Innovation to Sharing Patient Information

Posted By Cynthia B. Hanson, Saturday, October 17, 2015

For many years, Contract Research Organizations (CROs) have sought to move beyond their role as fee-for-service providers and branch out into strategic alliances with pharmaceutical companies. These emerging services alliances pattern to some degree the partnerships that pharmaceutical companies form with biotech firms and with each other—but there are differences too. This CRO/Sponsor evolution became a talking point on Thursday, Sept. 10 at the 2015 ASAP BioPharma Conference in the session “Enabling Innovation and Value Creation in Sponsor/CRO Collaborations.” Moderated by Doug Williams, business development consultant at BioDigital, the discussion addressed the benefits in two partnering mini-presentations: Covance/Eli Lilly and Company and EMD Serono/Quintiles.

 

In 2008, Lilly and Covance created a groundbreaking 10-year strategic agreement that spans the drug development process, explained Andrew Eibling, CSAP, global vice president and alliance manager at Covance, about the history of the partnership.  “It involved working across the spectrum and various silos of drug development.”

 

Today, Covance has a highly successful cardio vascular partnership with Lilly. At the beginning, it required lots of fine-tuning, because in the rush to get started, they missed out on some crucial steps, recalls Jay Turpen, senior director of clinical laboratory operations at Lilly.

 

“First, we got the right people together to frame out how we were going to work together. It’s so crucial to invest in defining the process: how to communicate, what hand-offs look like, handling escalation. There were skeptics from both companies, so we took time and invested in kaizan events to determine the likely areas where there was the most friction in the program, and invested proactively in those areas,” he added. “Creating a culture of one team with one approach and applying alliance management was successful, and we were able to enroll the study in less than … the scheduled 24 months, and it was 98-99 percent clean through the process.”

 

Then there was a second added valuepartnering on laboratory research. “What’s in the best interest of both Lilly and Covance as we build this new lab system? What information is in our mutual interest?” they asked. “We got literally thousands of people working on these alliances. There needed to be common linkages across those silos,” Turpen added. The central labs group started a unique rewards recognition program. And they reached the point where they now pass patient information back and forth.

 

The final results? “Lilly’s CEO said that it was the best study the company has ever done. It was a high five, a best practice, a solid metric for what a great job that team did,” said Eibling.

 

In the case of EMD Serono/Quintiles, Quintiles’ clinical development division wanted a CRO who got involved early in clinical stages sitting at the development table. The companies also were looking for processing standards, high benchmarks, and most of all, innovative minds at the boardroom table. They signed a partnership with EMD Serono in 2013, and the CRO became a partner in drug/biosimilar development.

 

“Clinical development is challenging because how do you persuade patients and physicians to join a trial? Or are you going to fall back on biosimilar drug development?” Those were some of the key questions raised by Raymond Huml, DVM, executive director of strategic drug development and head of global biosimilars strategic planning at Quintiles Biosimilars Center of Excellence, and Louk Pechtold, CA-AM, directoralliance management biosimilars, in the biosimilars unit at Merck Serono SA. 

 

Biosimilars are follow-on copies of originator medicines made from living tissues (e.g., monoclonal antibodies). The question of biosimilar drug development is increasingly important because by 2020, some $100 billion of original biological medicines will lose intellectual property protection.

 

They also addressed the question of how alliance managers factor into drug/biosimilar development. “We have upper management, middle level, and closer-to-the-ground alliance management. There are alliance managers that look over entire portfolios, but at the end of the day, you need someone who understands the differences or subtleties. And there are differences with biosimilars,” explained Pechtold.

 

“The main value in collaboration is leveraging innovation from one partner to another,” Huml added. Regulatory experience is a plus, and having a global reach can be an advantage. “Those with experience working with multiple companies also have an advantage over one-on-one,” he concluded.

Tags:  Alliance Management  Alliance Managers  alliances  biotech  Collaboration  Contract Research Organizations  Covance  CRO  drug/biosim  Eli Lilly and Company  intellectual property  Louk Pechtold  Merck Serono SA  pharmaceutical companies  Quintiles Biosimilars Center of Excellence  Raymond Huml  strategic alliances 

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HR Tech Alliances & Partnerships Coming Out of the Shadows

Posted By Michael Leonetti, CSAP on behalf of Ward Christman, Wednesday, September 30, 2015

HR technology companies will leverage partnership management tools and techniques while gaining insight into ASAP.   Remember the days when ASAP began and our rallying cry was most partnerships fail 70% of the time or greater?  Well according to the founders of HR Tech Advisor success is a very real concern for HR technology company partnerships. Therefore a partnership with ASAP is a must.   Check-out the good work HR Tech Advisor is doing to help ASAP’s best practices become a part of the HR Tech world.  From Mike Leonetti, CSAP, President & CEO, ASAP. The following blog is being provided to ASAP by Ward Christman of HR Tech Advisor for reprint in the ASAP Blog.

 

HR Tech Alliances & Partnerships Coming Out of the Shadows

Giving Indirect Sales Some Breathing Room

It’s the best trade show of the year, your booth looks great and you’re looking sharp with a smile ready to greet that next big client walking up to your booth. Your elevator pitch is ready, you say hello and your pulse quickens as your new buyer greets you by asking “may I speak with your head of partnerships?” (gasp) To make matters worse, while you’re telling them the person they want isn’t at the show, three prospects walk by your booth! Repeat this 10 times and you’ll test the patience of even the calmest sponsor. How can this be fixed?

 

New this year at HR Tech World Congress is a special section of the expo hall just for people in charge of Partnerships and Alliances. This new area will undoubtedly spawn new partnerships while helping improve the direct sales efforts by keeping the booth activities dedicated to capturing the main buyer traffic.

In this new special section called HR Tech Alliances, there will be:

Speed Dating – for discovering potential new business partnerships

Panel Presentations:

  • How to partner with  ____________ (panelists TBD)
  • Build, Buy or Partner?
  • Investor/Incubator/Fund view
  • HR Tech CEO view
  • Global Head of Alliances view

 Workshops: Best Practices in Alliances and Partnerships

  • Finding new partners
  • Growing existing partnerships
  • KPIs and benchmarking

This new innovative offering, being run in partnership between HR Tech Advisor and HR Tech World Congress, is a first for the HR Tech industry. “Being experts in Partnerships and Alliances, we knew something had to change, so we approached HRN Europe who, as it turns out, were already wanting to do something like this!” says Ward Christman, Chief Advisor for HR Tech Advisor and co-founder of HRTechAlliances.com. “It’s long overdue that HR Tech Alliances & Partnerships come out of the shadows” says Christman.

 

Marc Coleman, CEO for HRN Europe who runs HR Tech World Congress, also is a fan of helping HR Tech companies better collaborate with each other – “We have seen a number of partnerships formulate during our events. We want to empower the HR Tech suppliers to do more business with each other so the effectiveness of the ecosystem delivers better results for the HR Tech buyers.”

 

“With an 80% partnership failure rate in our industry, we have a long way to go to match other industries. The fix begins with collaboration that exploits each partner’s value proposition.  And then harmonizing partnerships via a pragmatic balance of “Dilemma Capture, Deal Collaboration, and Data Control.” says Larry Cummings, Chief Connector and co-founder of HRTechAlliances.com.

 

For HR Tech companies looking to expand their reach in Europe and beyond, be sure to sign up soon for booth at HR Tech World Congress – they are truly almost sold out. If you can’t get a booth or can’t send your team, be sure to inquire about sending your Head of Alliances/Partnerships (or Business Development) – this is going to be one amazing event you won’t want to miss!

 

More info: web: HR Tech World Congress or email: HRN@HRtechAlliances.com

Tags:  collaboration  HR Tech Advisor  HR Tech buyers  HR Tech World  HR Tech World Congress  indirect sales  Larry Cummings  Mark Coleman  partnership  Ward Christman 

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ASAP Meets in New York City with Technical Advisory Group Members, Announces Growing Support for ISO Standard for Business Collaboration

Posted By John W. DeWitt, Tuesday, September 29, 2015

This week ASAP announced growing support for an International Standards Organization (ISO) standard for business collaboration. The U.S. Technical Advisory Group (TAG)—chaired by ASAP President and CEO Michael Leonetti—met this week in New York City in its role of representing the interests of U.S. organizations in the development of the international standard. In addition to ASAP, U.S. TAG members include representatives from Business Relationship Management Institute, as well as representatives from ASAP member companies including Cisco, Verizon, Phoenix Consulting Group, and PwC.

 

Via ASAP, the U.S. TAG representatives issued a broad invitation for companies to support and adopt the emerging ISO standard for business collaboration—and to get involved in the international effort to develop this unique new standard. Cisco, an ASAP global member, is involved in the effort both as a maker of technologies for business collaboration as well as a company that has spent many years seeking to improve its own ability to collaborate, according to Ron Ricci, Cisco’s TAG representative and the company’s vice president of customer experience services.

 

“At Cisco, we learned that elements such as common vocabulary and shared measures of success, as well as a common meeting system to engage employees, are the keys to driving strategic clarity and transparency—and giving people the freedom to successfully collaborate,” said Ricci, who relates these and other learnings as co-author of The Collaboration Imperative: Executive Strategies for Unlocking Your Organization’s True Potential.

 

This ISO standard for collaboration will be quite different from the typical standard.

 

“Most standards are very cut-and-dried process oriented,” noted TAG member Norma Watenpaugh, CSAP, who is principal of Phoenix Consulting Group and a longtime leader in the ASAP community. “This ISO standard has a unique aspect as a management standard in that it advocates behavioral and cultural support.”

 

In the full press release issued this week by ASAP, Leonetti said, “We invite ASAP members worldwide and other U.S. and international business organizations of all sizes to learn about, support, and adopt the emerging ISO standard for business collaboration.” He also emphasized that the “involvement of ASAP and its members and partners is core to the ASAP mission, which has focused for many years on establishing and propagating a management standard for the alliance management and partnering profession.”

 

Business Relationship Management Institute (BRMI) pursues a mission complementary to ASAP’s mission by focusing on relationships within business organizations.

 

“Internal as well as external business relationships are built on trust and have equal focus on business value,” said Aleksandr Zhuk, co-founder of BRMI and member of the U.S. TAG.

 

Read the complete announcement on the PR Web newswire at http://www.prweb.com/releases/2015/09/prweb12990095.htm

Tags:  Aleksandr Zhuk  BRMI  Business Relationship Management Institute  Cisco  Collaboration  International Standards Organization  Norma Watenpaugh  Phoenix Consulting Group  PwC  Ron Ricci  U.S. Technical Advisory Group  Verizon 

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Q3 2015 Strategic Alliance Magazine: Alliance Leaders Make the Paradigm Shift to Cross-Industry and Ecosystem Partnering, Plus Partnering in the Channel and More

Posted By Cynthia B. Hanson, Thursday, September 24, 2015

The latest issue of Strategic Alliance Magazine, Q3 2015, now available to ASAP members, invites readers to explore a paradigm shift occurring in the life sciences and healthcare industries (and many others too). Veteran alliance executives discuss how to adapt, lead, and orchestrate in new and innovative ways, as cross-industry collaborations proliferate thanks to high tech and other industries entering the traditional biopharma and healthcare arena. Alliance managers are challenged to read the tea leaves and adapt to customer-centric trends and other drivers forcing change.

 

SAM Q3 2015 also provides a preview of the 2015 ASAP BioPharma Conference that took place in Boston Sept. 9-11 “Alliance Expertise at the Forefront: Leadership for the Ecosystem.” Highlights include the opening evening keynote on the analytics-driven innovative partnerships Boston-based Berg Pharmaceuticals has formed with research hospitals, as well as three “ASAP Quick Takes” given by IBM Institute for Business Value's Heather Fraser, Janssen Pharmaceutical Companies of Johnson & Johnson’s Cindy Warren, and the Alzheimer’s Association’s Lenore Jackson-Pope. The talks were preceded by professional development workshops and followed by a rich selection of educational sessions.

 

In our quarterly Alliance Champion feature, I interviewed Leona Kral, CSAP, of Verizon, who offered insights on driving revenue in channel management. Adaptation, agility, and innovation are critical components for alliance managers dealing with a fluid business environment, and that requires a wardrobe of hats alliance managers can wear to compliment their changing roles, she advises. Kral joined with her Verizon colleague Karen Robinson, CSAP, to present ASAP’s September Netcast Webinar, “What in the World are Two Alliance Professionals Doing in the Channel?” available for viewing in the ASAP Member Resource Library.

 

Continuing in the same vein of exploring the challenges (and opportunities) in channel sales partnerships, Dede Haas, CA-AM, founder and president of DLH Services, outlines the problems that make channel partners unhappy with vendors, and then offers practical advice from experienced channel executives on how to improve such collaborations through trust-based relationships.

 

The magazine also spotlighted how corporate member Dassault Systèmes and its partners use three-dimensional visualization technologies and collaborative tools—in the process changing the way business is being done in industries ranging from manufacturing and high tech to architecture and engineering, as well as in the public sector.

 

In the magazine’s quarterly editorial supplement, sponsored by Eli Lilly and Company, Michael Berglund, CA-AM and David Thompson, CA-AM, explore the powerful impact of the “conviction curve” on whether or not decision-making processes are actually collaborative. Berglund also delved into the topic in his well-attended workshop at this month’s ASAP BioPharma Conference, honing in on the crucial distinction of “Are We Negotiating or Collaborating?”

 

“Are you ready to thrive at the center of the action?” asks executive publisher and ASAP President and CEO Michael Leonetti, CSAP, in his engaging Up Front editorial. Alliances are taking new forms as partnering proliferates across the new ecosystem, and this issue of Strategic Alliance Magazine appropriately points out that alliance management needs to be embedded and is an essential component to the culture of today’s business enterprises if they are to adapt and proliferate in the emerging ecosystem.

Tags:  alliance  ASAP BioPharma Conference  Cindy Warren  collaboration  Dassault Systèmes  David Thompson  Dede Haas  ecosystem  Heather Fraser  Karen Robinson  Lenore Jackson-Pope  Leona Kral.ASAP Netcast Webinar  Michael Berglund  Strategic Alliance Magazine 

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