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Rethinking Trust, Reshaping Industries: The Alliance Implications of Blockchain Technology as Seen Through the Eyes of IBM and ChromaWay

Posted By Cynthia B. Hanson , Tuesday, October 16, 2018

IBM’s blockchain ledger solution has been gaining ground over the past year through extensive partnering. Much like a team sport, “the only way blockchain works is by participants in an ecosystem working together,” says Janine Grasso, vice president, blockchain strategy and ecosystem development, IBM Industry Platforms. Grasso was interviewed early in the year about blockchain technology for the Q1 2018 Strategic Alliance Magazine in the article “’An Exponential Adoption Curve’: The Changing Face of Data Security in Partnering”. When the article was first published, IBM had 40 to 50 active blockchain networks. That number has increased to 75 live networks solving industry-wide blockchain problems. Grasso will be discussing the implications of blockchain technology with co-speaker Todd Miller, CA-AM, vice president, US business development, ChromaWay, in the session “Rethinking Trust on the Blockchain: Partnering and Alliance Implications” 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. In a recent interview, I asked Grasso about the core of the upcoming session.

ASAP Media: You are presenting with Todd Miller. What do the two of you plan to focus on?

Janine Grasso: We come from two very different perspectives. But we agree on how much blockchain will change all industriesand not just the ones most talked about, such as finance and supply chain. We’re both asking: “What role can we play to help partners do that?” We’re both trying to equip alliance managers and partners. This session is not just about reselling technology. It’s about applying tech across all industries; bringing together players that traditionally compete. We will go through our different backgrounds and points of view. We’ll discuss the problems around this new era and the world as it is today with blockchainthe same old problems that are slowing [the progress of] blockchain down, such as lack of trust, data disruption, and business disruption. And competitorsone start-up, like Über, can completely change the game in an industry.

Being able to leverage this new tech to reshape your industry is the punch line. We’ll go into what blockchain does and the capabilities of blockchain. We will round off the conversation with real-life examples and a discussion on how, exactly, companies across many different industries are applying the technology. How they also are breaking down the barriers that have existed for hundreds of years. And we’ll discuss music and royalty rights, talk about identity, food safety and the IBM Food Trust solution, and then go into the role of the alliance manager and how they can facilitate blockchain options.

So there are strong alliance implications with blockchain?

The true design of blockchain is the industry players or ecosystem coming together and bringing it to life. Blockchain is not singular. The only way it works is with participants in an ecosystem working together, so it’s very much a team sport.

The session description states you will cover technologies that “facilitate decentralized data sharing and secure transactions [that] will accelerate new business models beyond even Über, Spotify, and Airbnb.” Can your provide an example of a new business model?

Blockchain ingrains the trust in every transaction along its journey. In the case of a farmer and a distributor, it becomes transparent exactly where the food item came from: the genesis, authenticity of that product, and exposure to any contamination. The data explosion will continue and remain because of your digital ecosystem, and everything has that digital footprint now. You can encrypt information by attaching it in a blockchain. You only have to take elements that are necessary. That alleviates concerns around datait gives the security and data protection required and only uses crucial data in the blockchain. One example of a new business model is with Everledger, which uses blockchain in the diamond industry. There is traditionally a lack of trust and authenticity about where diamonds come from. Blockchain can now provide that information and verify its authenticity.

What is the No. 1 question you expect to hear in the Q&A session?

How do I get started? How can IBM help small and large companies convene a network because of its large ecosystem and client base? How do I participate? I suspect we will hear a lot of question about alliance management.  

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 and register for the 2018 ASAP Tech Partner Forum at http://asaptechforum.org

Tags:  Alliance  alliance management  Blockchain  ChromaWay  data protection  Data Security  ecosystem  encrypt information  IBM  Janine Grasso  Partnering  Todd Miller 

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Increasing Strength through P2P Muscle Building (Part 2): Cisco and SMART Partnering Execs Delve into the ‘Value Exchange Challenge’ at 2018 ASAP Tech Partner Forum

Posted By Cynthia B. Hanson, Monday, October 15, 2018

2x, 5x, 10x. How can companies gain extra oomph and advantage in the emerging multi-partner, multi-industry ecosystem? That’s the central theme of the session “Value Exchange Challenge: Building the New P2P Ecosystem Partnering Muscle” being offered 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. The session will be presented by two speakers: Lorin Coles, CSAP, CEO, Alliancesphere, and principal, SMART Partnering; Kashif Abbasi, senior director, partner sales acceleration, global partner organization, Cisco Systems, Inc. I had the pleasure recently of talking at length with Coles, an animated and crisp speaker, about the driving force behind the session and the accompanying Cisco case study. Part two of our discussion follows.

ASAP Media: How does Cisco Systems enter into this value exchange equation as a case study?

We will lay out an example to understand the transformation Cisco is going through according to customer needs. Their new market model is built around new consumption and outcome-based models that go to market. At Cisco, they had to go beyond selling recurring software. It was no longer about landing the deal. It was about consumption and adoption in the entire customer lifecycle, and adoption to expansion to renewal. What they had to realize was that they had to help orchestrate the ecosystem and scale out this capability. They needed a scaling engine where they had different programs, different pipelines of enablement, automation, and sales acceleration. One of their areas of sales acceleration that is co-delivered with Alliancesphere is called ACES, which stands for Accelerating Cisco Ecosystem Sales, to take the complexity out and accelerate muscle building. ACES@Scale co-develops this methodology for its use partnerships and a framework to accelerate multiparty solution sales. It’s a proven methodology to sell Cisco architecture through 100% ready solutions with a faster time to booking. The key is bringing packaged solutions to market for their channelmulti-partner solutions all the way to resellers.

What else will you be covering in this session?

We will close it off by talking about the future of co-selling, which is all around the customer, the buyers, and the solutions. And it’s really about empowering the partners to exchange value from both the buyer and seller journey to help all parties realize the desired business outcomes. We will provide point of view on complexity of solutions versus buyer dynamics. Based on different co-selling scenarios, we will determine the best way to work with your partners. It’s a muscle that needs developing at all levels of organizations: from the executive team to management to the frontline - not just the sellers or tech team. The whole organization has to begin to work and operate differently.

What is driving the change, this need for a P2P muscle-building approach?

The change in the market and what customers are looking for: real solutions to solve problems in more proactive ways that eliminate the friction and focus on their needs and deliver to their outcomes. This kind of capability muscle is incremental. Building out the muscle and muscle memory becomes more effective the more you do itit gets stronger and stronger. It will become the core to the future of business. We’re going to look at it from a market and customer view, what it could mean to the audience, and then open it up to a Q&A session.

See part one of this blog and follow the ASAP Media team’s ongoing coverage of the October 17, 2018 ASAP Tech Partner Forum on the ASAP Blog at www.strategic-alliances.org.  Learn more and register for the ASAP Tech Forum at http://asaptechforum.org

Tags:  Alliancesphere  Cisco Systems  cross-functional  digital transformation  enablement  engagement  execution  Kashif Abbasi  Lorin Coles  P2P  partner  partnering  SMART Partnering  The Rhythm of Business  value creation 

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Increasing Strength through P2P Muscle Building (Part 1): Cisco and SMART Partnering Execs Delve into the ‘Value Exchange Challenge’ at 2018 ASAP Tech Partner Forum

Posted By Cynthia B. Hanson, Thursday, October 11, 2018

2x, 5x, 10x. How can companies gain extra oomph and advantage in the emerging multi-partner, multi-industry ecosystem? That’s the central theme of the session “Value Exchange Challenge: Building the New P2P Ecosystem Partnering Muscle” being offered 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. The session will be presented by two speakers: Lorin Coles, CSAP, CEO, Alliancesphere, and principal, SMART Partnering; Kashif Abbasi, senior director, partner sales acceleration, global partner organization, Cisco Systems, Inc. I had the pleasure recently of talking at length with Coles, an animated and crisp speaker, about the driving force behind the session and the accompanying Cisco case study. Part one  of our discussion follows.

ASAP Media: Why is value so central to your presentation?

Lorin Coles: The core of all partnering and partnerships is really about value and trust. When two companies come together, they are looking for where and how they can help each other create greater value for the customer. That’s a value exchangeit occurs at multiple levels with multiple people in alliances. Partnerships in the past had specific way that they did it. Now, because of digital transformation and the speed, scale, and scope of change, it’s more complex than ever to create contextually relevant value for your partners and customers because there are new buyers, and the solutions are more complex. If there is no value, it’s difficult to partner. Value is the cornerstone in everything we do. The value exchange is where and how we are going to partner together.

How can companies build Partner-to-Partner (P2P) ecosystem partnering muscle?

Partnering evolves over time just like sports evolves over time. You need to go from enablement to engagement to execution. You do that by working cross-functionally at multiple levels with companies.

It’s important to understand the different personalities of your partner and the audience, the difference between partner types, and the functionthe marketing, sales, and product people and the roles they play in the partnership. And more importantly than ever, you need to understand the value exchange.

Building that new muscle is something a lot of people can’t do because it takes connecting dots that others don’t see. It’s important to determine if you are a novice, intermediate, advanced, or expert when building up this muscle. Companies are becoming more and more dependent on partnering and need to learn how to partner in more proactive ways than before. They need to understand when and where to bring in partners, how to leverage partners. The process is different than before because it’s across an ecosystem.

How does Cisco Systems enter into this value exchange equation as a case study?

We will lay out an example to understand the transformation Cisco is going through according to customer needs.

See the remainder of our discussion with Lorin Coles in part two of this article and follow the ASAP Media team’s ongoing coverage of the 2018 ASAP Tech Partner Forum on the ASAP Blog at www.strategic-alliances.org. Learn more and register for the 2018 ASAP Tech Partner Forum at http://asaptechforum.org

Tags:  Alliancesphere  Cisco Systems  cross-functional  digital transformation  enablement  engagement  execution  Kashif Abbasi  Lorin Coles  P2P  partner  partnering  SMART Partnering  The Rhythm of Business  value creation 

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The Rugged Biopharma/Tech Topography: What Alliance Managers Need to Know (Part 1)

Posted By Cynthia B. Hanson, Wednesday, September 26, 2018

Business partnering today requires know-how to negotiate nontraditional collaborations for purposes that are different from those of classical business development and licensing (BD&L) alliances. The partnering landscape for biopharma firms is evolving to include a variety of these new kinds of collaborations, according to the session “Non-traditional Partnerships:  The Changing BioPharma Alliance Landscape and the Implications for the Alliance Professional and Alliance Management Community,” led by Stuart Kliman, CA-AM, and Ben Siddall, both of whom are partners at Cambridge, Massachusetts-based Vantage Partners. The two took to the floor at the 2018 ASAP BioPharma Conference to provide key insights on the value and challenges these partnerships bring, especially in the area of biopharma/tech collaborations, which are resulting in very different business models. I had the opportunity to talk with Stu Kliman before the session. Here are some of the insights he provided on this hot topic.

ASAP Media: What is the impetus for your session?

Stuart Kliman: This session is about this ongoing theme of new types of collaborations happening in the healthcare ecosystem. It’s really all about how biopharma and tech are doing more and more together—so new and different kinds of relationships. Those relationships have different purposes. They might differentiate the value proposition of a product or a drug or support outcomes-based deals within the healthcare system. Or they might provide real world evidence and value-based pricing models. This session is about some of the differences between pharma and tech and the different kinds of challenges that organizations need to deal with. About the upstream, how do you start to think about creating these kinds of relationships and the key success factors for doing so? This also raises the question about if and how classic business development and licensing-type alliance groups need to evolve to deal with the changed environment.

We can see from the lineup at this year’s ASAP BioPharma Conference that the biopharma/tech partnering relationship is a very hot topic. How pervasive is the interest on the tech side?

Every tech company that’s out there is trying to figure out how to get into healthcare. It’s this world of FitBit. It’s this whole world of software, hardware, and device companies exploring the healthcare world.

This session is an extension of some of the topics you’ve been discussing and advising on for some time.  What’s different in this session?

There is a lot of focus on understanding the healthcare landscape, defining the problems that the healthcare landscape is creating.  For example, there might be things related to better data, trial efficiency, or the context of a specific therapy, or the need to track value. The first thing you need to do is make sure you have thought through what the different problems are, what capabilities you need to partner with, consider different kinds of players that are out there, and be thinking about the right kind of business model to work with them, and how to design overall relationship around that shared vision.  We will spend more time talking about this notion of problem definition and think through tentative problem types. Does that lead to something that feels like an innovative alliance relationship or a more traditional one?

Stay tuned for more of the ASAP Media team’s coverage of this and other sessions at the 2018 ASAP BioPharma Conference. 

Tags:  alliance  Ben Siddall  healthcare landscape  licensing-type alliance groups  partnering  pharma  Stu Kliman  tech  Vantage Partners 

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‘Swimming in Partner Soup:’ 2018 ASAP BioPharma Keynote Addresses Challenges of Tech Collaboration on Prescription Digital Therapeutics (Part 1)

Posted By Cynthia B. Hanson, Tuesday, September 25, 2018

Dr. Corey McCann is a man who wears many hats—scrubs, academic cap, campaigner, jester, and even hardhat. As the first of two keynote speakers at the 2018 ASAP BioPharma Conference “Creating Value and Innovative Partnerships by Driving the Alliance Mindset,” Sept. 24-26 in Boston, Massachusetts USA, he provided a lively presentation in which he showed the audience how he switches his hats with aplomb. In his captivating talk, “Lost in Translation: Communication, Confusion, and Consensus in Strategic Alliances,” the physician, scientist, entrepreneur, healthcare investor, and founder/CEO of Boston-based Pear Therapeutics, Inc., delved into the timely but tough topic of the alliance management interface between biopharma and tech.

Colleague Brooke Paige, CSAP and vice president of alliance management at Pear Therapeutics, introduced McCann by lauding his many “heroic” accomplishments as founder of several startups, a trained boxer with endless energy, and highly approachable executive whom colleagues nicknamed “Snacks” because he rarely stops for a full meal.

McCann then delivered a clever, sometimes humorous, talk from the C-suite about the small, innovative company’s partnering with big companies in their quest to pioneer prescription digital therapeutics for the treatment of serious diseases, including addictions.  The cognitive behavioral therapy-based treatment is software that comes with a doctor’s prescription. The software responds and morphs over time, according to the needs of the patient. The downloaded product requires an access code from the physician.

“We are swimming in partner soup,” announced McCann as he talked about the challenges of Pear’s ample pipeline, which involves 10 products that require separate approvals from the FDA because of the unique framework of prescription digital therapeutics. “You will see us aggressively partnering across all of these verticals,” he continued, while flashing a slide of Pear’s pipeline.

Alliance management at Pear must bridge two distinctive worlds. Pear’s team is “half and half,” he explained: pharma is based in the Boston area; tech is based in the San Francisco Bay area. “We brought these two very disparate sets of people together” in one company—but to do that required a lot of effort to enable tech and pharma to understand the lingo of each’s area of work.   

“One of the things I would like to interweave into this talk is this idea of communication between alliance partners, and nonverbal cues, and how we are productive or nonproductive,” he said, while providing the example of etiquette surrounding the exchange of business card. “Even for those of us who think we have a handle on this very basic skill—this handing of paper to another human being—there is ambiguity.”

“How do entirely different disciplines communicate?” he asked the audience.  “There is an interface between tech and biotech. How tech people communicate with one another is very different than how biotech people communicate with each other.”

People in the two industries dress differently, he then explained. A person in the Bay area might “eat avocado toast and ride a scooter to work. … If I’m interacting with the tech team, I make sure to pet their dogs they bring to the office,” he explained in a sea of laughter from the audience. “One of my personal favorite examples is this issue of language. When pulling Pear together, we used the acronym API—which means Application Program Interface in tech, but for biotech, it means something different”—Active Pharmaceutical Ingredient.

It actually took a while for the two teams to figure out this discrepancy, he explained, again as the audience rippled with laughter. But in the end, the two industries found the glue that holds them together: “Impacting the patient. That is the rallying cry for us. That is how we approach partnership—through good and bad.”

Stay tuned for more of ASAP Media’s coverage of Pear CEO Corey McCann’s keynote and other sessions at the 2018 ASAP BioPharma Conference.  

Tags:  2018 ASAP BioPharma Conference  Alliance management  Alliance Mindset  biopharma  Brooke Paige  cognitive behavioral therapy  creating value  C-suite  Dr. Corey McCann  partnering  Pear Therapeutics  prescription digital therapeutics  software  Strategic Alliances  tech 

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