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‘Design in Pencil’ as You Integrate Change into the Design Thinking Process (Part Three): How Alliance Teams Build an Experience Map, Grapple with Challenges, and Iterate

Posted By Genevieve Fraser, Monday, October 3, 2016
Updated: Friday, September 30, 2016

As you work through the design thinking process and apply it to your partnerships, you are building techniques to reach a decision, and you are learning to work together. With an alliance team and two core partners, you can get at an aligned recommendation or proposal. The ideal is to brainstorm and map out the most efficient way partners can get to the most effective process to come to a proposal. Then bring the partners together and arrive at a decision. Instead of “You have your way and I have mine,” ask “What is the alliance way?”

Now participants in the “Using Design Thinking to Drive Speed, Innovation, and Alignment in Partnering” workshop are exploring how to build an experience map. At this point in the 90-minute interactive session at the Sept. 7-9, 2016 ASAP BioPharma Conference in Boston, ASAP board member Jan Twombly, CSAP, and her partner at The Rhythm of Business, Bentley University professor Jeff Shuman, Ph.D., CSAP, are leading breakout groups through the process, advising executives to:

  • Step back and focus on empathic needs using their emotional intelligence.
  • Define what the empathic needs are for the co-diagnostic partner.
  • Report back to the larger project team—scientists, governance bodies, and other stakeholders.
  • Brainstorm with the larger group in mind.
  • Accelerate the delivery process, and eliminate elements can slow the process down.
  • Separate decision making into a core group for brainstorming and a companion diagnostics partners group.
  • Question if either party has experience. If both or neither have experience, then negotiate.

It’s critically important for alliance managers to drive the process and ensure it’s actually happening. Establish a collaboration leadership team; compare the companions in a diagnostic space and find companion diagnostic partners. Define the objective of the proposal and components. Both parties should come up with a short list of partners. There should be a joint evaluation process before asking for project approval. Get feedback, and redesign the prototype loop. Bring leaders and managers together to do this. Obtain a joint alliance management agreement on a new design. Relaunch the collaboration, implement from both partners, and plan for a joint development.

  • Two groups should come together and define a shared problem or goal.
  • Identify the problems.
  • Bring back to the company collective and individual brainstorming and group feedback.
  • Finalize and propose to the steering committee.

Approach Issues with Partners—and Build Iteration into the Process

Implementation

There is a skill to defining assumptions that may turn out to be true, or not true. Engage people, and roll it out to create a social charter, and stick to it. When looking at the final piece—look to iterate. You may find you didn’t get the question right, or you may discover you didn’t understand and so-and-so needed to be brought into the process. Question: Are you delivering the design experience? Make sure you find measures that define it. Prior to the proposal being presented to governance, make sure everyone has bought in.

As part of the workshop, groups were formed and asked to identify three assumptions inherent in the process they designed. Additionally, they were asked to assess the following: What is the most critical assumption you have made, and if it’s wrong, what is the impact? 

Group responses:

  • People won’t be candid or transparent or participate in individual conversations.
  • The development team is vetting the plan properly, and it was checked for joint alignment.
  • Both teams want to work jointly and collaborate. Or do they think they know best?  
  • They assume the other company has experience, but they may not have the experience or data needed.
  • In the list of shared attributes, make sure the internal list matches up. If not, it won’t pass governance.
  • You don’t need hard data numbers to prove or disprove the assumption.

Final thoughts

ID assumptions.  Use iteration. Move forward and focus on the intended outcome.  Start the intended experience, and map backwards. All stakeholders must get their needs satisfied; if not, they will stick out their foot and stop the process. Give power to partners if you wish to engage in a productive and collaborative process.

Tags:  alliance managers  alliance teams  Bentley University  biopharma  collaboration  decision making  design thinking  healthcare  Jan Twombly  Jeff Shuman  leadership team  non-asset based alliances  partnering  partners  The Rhythm of Business 

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‘Design in Pencil’ as You Integrate Change into the Design Thinking Process (Part One): BioPharma Partnering Execs Explore How to ‘Get Smart Quickly’ and ‘Change as Needed’

Posted By Genevieve Fraser, Tuesday, September 13, 2016

Participants packed the “Using Design Thinking to Drive Speed, Innovation, and Alignment in Partnering” workshop at the Sept. 7-9, 2016 ASAP BioPharma Conference in Boston, diving into the 90-minute session to gain insight into design thinking as an innovative strategy that can be applied to alliance management.

Though design as a way of thinking in the sciences was explored as early as the late 1960s, the approach was expanded on by Rolf Faste at Stanford University in the 1980s and 90s. Design thinking was adapted for business purposes by Faste's Stanford colleague, David M. Kelley, who in 1991 founded IDEO, which focuses on a human-centered approach to innovative, problem-solving solutions.

Led by ASAP board member Jan Twombly, CSAP, and her partner at The Rhythm of Business, Bentley University professor, Jeff Shuman, Ph.D., CSAP, the interactive session drew from IDEO as well as an IBM model that can be adapted to help alliance management teams solve problems at the speed and scale today’s corporate world demands. The workshop was designed to provide participants with proven tools and techniques that can immediately be put to use to align operating processes—or to address any complex problem. 

“When you know what you need to learn, you can get smart quickly,” Twombly stated as she explained how the design thinking process defines the problem and then uses the basic framework to arrive at desired customer process and outcomes.  Implementation of the solution always involves the needs of the end user.  However, iteration, the repetition of a process, is key to assessing outcomes and implementing change. And the iterations change as you begin to think smarter, she said. 

“You need to identify assumptions, and then ID info that was derived from that assumption and decide if the assumption was good or bad. But do it in pencil,” Twombly warned the group. “Give yourselves the opportunity to change as needed. Take time out of the process to do this.”

Key points in assessing end user needs and gaining other stakeholders’ inputs:

  • Interview with empathy, put stakeholders at ease, talk to invoke stories, give examples, and be specific.
  • Question statements—repeat back what you’ve heard to arrive at “yes” in an agreement and move forward.
  • Look for inconsistency and for nonverbal cues, such as, hesitation in a voice and areas that need to be worked through.
  • Do not ask leading questions and don’t give them the answers—let them come up with the truth of how they think and feel.
  • Find ways to work so you can be more efficient and effective.

Twombly cautioned that when working in tandem with another group, act as a joint think tank where you both develop a concept and don’t develop competing concepts in isolation and then fight over them. Think of how others might feel if the proposal they worked on, on their own, was roundly rejected. She then asked the participants grouped by tables to develop three questions that need to be asked of team member. 

At this point in the workshop, Shuman began to actively work with the groups. The questions needed to look at “what we’ve experienced that gets at what was wrong with the process.” The purpose of the questions is to generate design strategy from design thinking. Questions developed by the groups included:

  • What is frustrating about the ways we collaborate?
  • What is the value of meetings?
  • What about this process keeps you up at night?
  • What do you think is working about the collaboration?  What isn’t working?
  • How do you feel the meeting is going?  Be candid.
  • What defines a great collaboration meeting?  What does it accomplish?

“Use the questioning process to see what matters and then base your design on it,” Twombly said. “Ask why and how. It’s always good to gather data in pairs. One asks questions and one captures data. Order the answers in a series of needs statements, as in: 

Question: Why do we need more efficient acceleration?

Answer: We need greater efficiency to drive the agenda, to get the product to the customer.

Question:  If that is why, then how do we get there? 

Stay tuned to the ASAP Blog for Part Two of our coverage of Twombly and Shuman’s design thinking workshop, as well as continued blog posts about other informative and provocative sessions that ASAP Media team covered during last week’s 2016 ASAP BioPharma Conference at the Revere Hotel Boston Common. 

Tags:  alliance management  Bentley University  collaboration  customer  David M. Kelley  design thinking  IBM  IDEO  innovative strategy  Jan Twombly  Jeff Shuman  problem-solving solutions  Rolf Faste  stakeholders  Stanford University  The Rhythm of Business 

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