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On the Cusp of the Fourth Industrial Revolution, How Agile is Your Alliance?

Posted By Cynthia B. Hanson, Tuesday, February 28, 2017
Updated: Monday, February 27, 2017

Being brittle during a time of industry change can break a fragile allianceand even a business. Agility is key to surviving disruption, especially when a major shift is taking place to a new industrial age. Find out how your company can adapt and weather the change at the session “Agile Alliances: Catalyst for the Next Industrial Age,” as part of the 2017 Global Alliance Summit, “Profit, Innovation, and Value for the Part­nering Enterprise,” held Feb. 28-March 2 at the San Diego Marriott Mission Valley, San Diego, Calif. USA. The session will be moderated by Ann E. Trampas, CSAP, of the University of Illinois—Chicago, with panelists Anthony DeSpirito, CSAP, Schneider Electrics; Gaye Clemson, Globalinkage Consulting; Michael Young, Klick Health; Philip Sack, CSAP, Asia Collaborative Business Community. Sack provided these insights into the session during a recent interview.

How should companies prepare for the fourth industrial revolution with the increase in multi-partnering?

If we accept that the external drivers of global change are going to continue challenging organizationsslow economic growth, digital disruption, globalization, geopolitical uncertainty, speed of change, new nimble competitors, etc.then there is great pressure on organizations to become more agile, innovate, and continually adapt and change. However, this requires additional strategic thinking from previous approaches of value-chain efficiencies, market regulations (barriers to entry), improving costs management, and competitive positioning (differentiation). Success now requires greater thinking about how to continue driving new innovations, customer centricity (creating value), enhancing collaboration (external, internal), and new or adjacent market positions while simultaneously improving performance. That is no mean feat!

Why is it essential for partnerships to become more agilefaster, lighter, more flexible?

There is an increasing appetite for organizations to engage in more strategic collaboration and alliance partnerships, in part driven by the global changes affecting many organizations. Managed effectively, with appropriate support and investment, these relationships assist organizations to enhance their agility, market responsiveness, and new innovation efforts. Many organizations are looking at their strategic partners and networks of partners as a faster way of achieving these objectives rather than typical M&A (buying), or organic internal development (building). This “need to speed” implies that new collaborations and alliances focus on quickly assembling and disassembling around customer/market requirements, delivering rapid prototyping and development capabilities, and operating comfortably within complex and ambiguous situations.

How can alliance managers make their collaborations more agile and successful?

A good place to start would be to review existing collaborations and strategic alliances and how they support achieving these objectives, i.e., new innovations, co-creation capability, improving customer centricity, new products and service solutions, and incremental go-to-market approaches. This open dialogue provides an opportunity to review the original focus and strategic intent of the alliance, what is now required, and where the next evolution of the relationship needs to take place. However creating new alliance relationships that support these new strategic imperatives will involve taking a slightly different approach. Given that these strategic imperatives address significant challenges facing the organization, a firm-wide approach is required for success. The alliance management function has a natural orientation towards strategy, firm-wide thinking, facilitation, collaboration, and ecosystem orchestration. Hence, it should be in the perfect position to lead efforts to create cross-functional teams that would focus on creating, supporting, and delivering to these imperatives. These teams would include members from executive, strategy, research and development, marketing, and human resources and have a strong focus on entrepreneurial action and creation—in effect, a start-up way of thinking within the organization.

 
Is there anything specific to Asia that you think readers might want to know to improve their alliances with Asian companies?

Similar large-scale issues and challenges are being addressed by organizations across Asia as they are worldwide. Engaging within this area is quite exciting and challenging and should be done in a considered and measured approach. There certainly is a strong emphasis on relationships, a natural entrepreneurial spirit, and orientation to deal making. This requires addressing opportunities and making alliances aware of the various local and cultural contexts. This often takes quite some time to evolve. The key message is to do some research, find some local support, and be patient.

Tags:  alliance  alliance partnerships  Ann E. Trampas  Anthony DeSpirito  collaborations  cross-functional teams  cultural  ecosystem orchestration  Gaye Clemson  innovation  Michael Young  network  partners  Philip Sack 

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ASAP New England Chapter Holds Well-Attended, Practical Meeting on Alliance Management Skills and Competencies

Posted By Cynthia B. Hanson, Tuesday, February 21, 2017
Updated: Monday, February 20, 2017

Neither snowstorm, nor sleet, nor freezing temps can keep Jeffrey Shuman, PhD, CSAP, principal at The Rhythm of Business, from a New England ASAP Chapter meeting. And apparently, it couldn’t keep four other panelists and about 40 attendees from the discussion on “Alliance Management as a ProfessionSkills, Competencies,” at the Charles River Accelerator and Development Lab in Cambridge, Mass., on Jan. 31.  

The panel talked about the basic alliance management foundational skills recognized by recruiters, career paths, adapting to the evolving ecosystem, soft skills that are key to performing the job, and other related topics in a dynamic, one-hour meeting. In addition to Shuman, who moderated the discussion and is also professor of management at Bentley University, the panel members included ASAP’s own President and CEO Michael Leonetti, CSAP; Marc Silber, founder and president of Crossover Consulting Group, a life sciences headhunting and recruiting agency; Mark Coflin, CSAP, head of alliance management, corporate planning & program management, Shire; Michelle Gardner, business development executive, cloud service providers, at IBM, who arranged the practical meeting.

The complexity of multi-industry, multi-partner alliances with a global reach has made alliance management training skills increasingly important. “Not everybody needs to be an alliance manager, but it’s our view that everybody increasingly needs to have some alliance management skills because alliance capability needs to extend to the perimeter, to the edge of the organization,” Shuman says. For example, scientists increasingly are working with other scientists in other organizations on tech solutions or drugs, whereas previously, most of the innovation was done internally. “What we see happening is folks in those areas are coming to their alliance folks and asking for advice,” he explains. “More people are interacting in these collaborations, and they really need some understanding of the skills and toolset.”

“Given that the speed, scale, and scope of partnering has increased, companies can’t afford to build an alliance management group that can manage all of the different parts of their business. When partnering with external entities, many people need a better understanding of the skills and tools.”

Among the topics that surfaced from the discussion were:

  • How to progress to an alliance management role from another area of the company
  •  Areas alliance managers are recruited from
  •  The various career paths and roles alliance managers can move into
  • Ecosystems, multi-party networks, hub-and-spoke models, and two-party relationships
  • The differences between being an alliance manager in biopharma/pharma and high tech

The topics likely will resurface in various sessions at the 2017 ASAP Global Alliance Summit, “Profit, Innovation, and Value for the Part­nering Enterprise,” held Feb. 28-March 2 at the San Diego Marriott Mission Valley, San Diego, California. Some of these topics also appear in a newly released ebook “The Power To Partner Everywhere: Why You Need It, What It Is, How To Build It,” by The Rhythm of Business Principals Jan Twombly, CSAP, Shuman, and Lorin Coles, CSAP, co-founder and CEO of Alliancesphere, LLC. Their two companies joined forces to form the SMART Partnering Alliance.  For a copy of the ebook, go to http://rhythmofbusiness.com/.

Tags:  alliance management  alliance manager  biopharma  career path  ecosystem  high tech  Innovation  Jeff Shuman  Marc Silber  Mark Coflin  Michelle Gardner  multi-industry  multi-partner alliances  partnering  Partnering Enterprise  pharma  Profit  SMART Partnering Alliance  The Rhythm of Business  tools  training skills 

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ASAP European Alliance Summit To Provide ‘Extensive Content’ to Expanding Number of Participants

Posted By Cynthia B. Hanson, Wednesday, November 2, 2016

What was just around the corner begins tomorrow, one of Europe’s most advanced educational business opportunities the 2016 ASAP European Alliance Summit. Held at London’s exquisite Royal Garden Hotel near Kensington Gardens, “The New Ecosystem for Partnerships” is being jointly sponsored by the Association of Strategic Alliance Professionals and Thought Leader Global.

The number of attending alliance managers and partnering practitioners is expected to double as compared to last year, providing ample opportunity to network. “This year’s ASAP European Alliance Summit is highly international and diverse with more than 100 participants confirmed so far,” said Ariann Ignati, operations manager at Thought Leader Global, which is known for arranging business media and events for senior management in multinational enterprises. “We have extensive content and presentations from the life sciences, IT, manufacturing, and many other industries,” including energy, smart cities, biopharma, engineering, chemical, and consumer goods.

An international contingent of around 30 progressive business thinkers from more than 15 countries will provide some of the most cutting edge information in their industries during two streams of programming. Presenters will cover the topics of cross-sector alliances, joint ventures, innovation, and ecosystem partnering; discuss in-house case studies; delve into the impact of the cloud, Internet of Things, and digital systems, among other topics. Session topics range from Google’s “An Alliance Built on Culture” to Facebook’s “New Partnership Models in a Digital Landscape,” Siemens Technology to Business’s “Innovation, Disruption and Partnerships within the Startup Ecosystem,” Ipsen’s “Developing an Onboarding Process for Alliances/Partnerships,” Janssen Business Development’s “Making your Alliance Global: Having a Global Approach for Managing Alliances,” and many more. Click here for an expanded list of of session and speaker information.

Sessions will be provided by heads of alliances and joint ventures, corporate partnering experts, and business development specialists, as well as alliance, JV, and partnership departments from companies such as IBM, Bayer, Facebook, Takeda, Philips, Johnson & Johnson, Cisco, Renault Nissan, Google, Deutsche Telekom, Unilever, GE Oil and Gas, Shell, DONG Energy, Sanofi, AstraZeneca, Syngenta, Huawei, Ericsson, Servier Monde, Janssen, Oracle, the Novo Nordisk Haemophilia Foundation, and New Generation Leader.

“It’s a critical time in alliance management as it adapts and grapples with the changing landscape of the emerging multi-industry ecosystem,” said Michael Leonetti, CSAP, president & CEO of ASAP. “This is an opportunity to jump in and hear from some of the biggest movers and shakers in their industries on how their companies are breaking from the pack to collaborate in innovative and adaptive ways as the Internet of Things impacts their partnering.”

Leonetti plans to attend the Summit, opening the event by making himself available to anyone interested in finding out how ASAP membership and best practices can enhance your business practices. Those who arrive early will have the opportunity to take the ASAP Certification of Achievement-Alliance Management (CA-AM) Prep Workshop on Wednesday, Nov. 2.

For more information and an expanded list of offerings, go to: http://www.strategic-alliances.org/?page=eurosummit

Tags:  2017 ASAP European Alliance Summit  alliance  alliance managers  cloud  cross-sector alliances  digital systems  Ecosystem  ecosystem partnering  innovation  Internet of Things  joint ventures  partnering  Partnerships  Thought Leader Global 

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ASAP Announces Alliance Excellence Awards Finalists Slated to Take Center Stage at the 2016 ASAP Global Alliance Summit

Posted By Cynthia B. Hanson, Monday, February 8, 2016

At this year’s much-anticipated ASAP Alliance Excellence Awards, some of the world’s most partnering-savvy companies are vying for center-stage recognition of their exceptional performance in the world of alliance management. Officially announced this week in an ASAP press release, the three categories of awards will be presented March 1 at the 2016 Global Alliance Summit, “Partnering Everywhere: Expert Leadership for the Ecosystem,” March 1–4 at the Gaylord National Resort & Convention Center, National Harbor, Maryland, USA. 

The finalists for the Individual Alliance Excellence Award are: AbbVie-Genentech Roche, Cisco-Dimension Data, International SOS-Control Risks, and Panduit-General Cable. One of two candidates will receive the Innovative Best Alliance Practice Award: National Instruments or Takeda Russia. There are three contenders vying for the Alliance Program Excellence Award: Bayer, Huawei Technologies, and National Instruments. 

“The Alliance Excellence Awards highlight the best and brightest in partnering and alliance management. The significance of these awards cannot be underestimated,” remarked Mike Leonetti, president and CEO of ASAP, in last week’s press release. “These awards are ‘proof in the pudding’ that effective leadership, a strong alliance management function, and sophisticated partnering practices pay off in successful, healthy alliances. The awards highlight the efforts, achievements, and innovations that improve strategy and productivity of partnering programs, with benefits to partnering companies’ bottom lines as well as to society in general. These finalists were selected because they have proven their worth as leaders in the field of alliance management.” 

The awards are presented to companies that excel in:

  • Leading, planning, and implementation with compelling and measurable results
  • The use of new, individual alliance management tools or processes that have an immediate and powerful impact on the organization and/or discipline of alliance management
  • Implementation and management of alliance portfolios that demonstrate consistent success, persistence in overcoming obstacles, and creative and/or efficient use of tools, professional development/certification, processes, and other elements
  • Creativity and out-of –the-box thinking that has evolved the art and science of alliance management

 For more information about the finalists and their achievements, read the full announcement on PR Web newswire at http://www.prweb.com/releases/2016/02/prweb13196184.htm

Tags:  AbbVie-Genentech Roche  alliance management  alliance portfolios  ASAP Alliance Excellence Awards  Bayer  Cisco-Dimension Data  Huawei Technologies  implementation  innovation  International SOS-Control Risks  National Instruments  Panduit-General Cable  partnering  Takeda Russia 

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