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Changing Corporate Culture To Create Social Impact: A Plenary by Céline Schillinger

Posted By Genevieve Fraser, Tuesday, March 21, 2017
Updated: Friday, March 17, 2017

“I want to change the way organizations work. I want to make business more humane and more relevant to what employees, customers, and stakeholders at large want today,” remarked Céline Schillinger, head of innovation and engagement at the  French-based vaccine manufacturer Sanofi Pasteur during the first of four ASAP plenary sessions at the 2017 ASAP Global Alliance Summit, “Profit, Innovation, and Value for the Partnering Enterprise,” at the San Diego Marriott Mission Valley, San Diego, California.

We can’t stick to 20th century tools and mindset to create value today. They’re not adapted to our complex, globalized and interconnected world. They’re obsolete,” Schillinger emphasized during her talk “Comfort in Discomfort: Leadership and Innovation from an Uncommon Alliance.”

Schillinger has been recognized with prestigious awards many times over for her innovative engagement initiatives in the pharma world, and specifically, for her role in the successful launch of the first vaccine developed to combat dengue fever. The plenary focused on her life as an international business-oriented engagement professional with an expertise in social technologies, marketing, communications, and human relations.  She explained how she developed a social movement to create change in a very conservative and hierarchical company environment.

In short, Schillinger has succeeded to make change as a corporate activist in a top-down, male dominated system. “I’ve started to change this in my own organization with corporate activism. There’s considerable energy when you tap into a broader pool of knowledge, common purpose, social media, and co-creation. I want to expand this work within my organization and beyond,” she continued.

When Sanofi Pasteur was preparing to roll out their groundbreaking dengue fever vaccine, they were confident that a tried-and-true approach to launch the product would succeed and the vaccine would sell itself. After all, dengue fever is a greatly feared, potentially serious disease delivered through the bite of a mosquito. Its potential victims are the 2.5 billion people living in Latin America and Asia as well as the southern part of the United States. Though the disease was virtually nonexistent 50 years ago, it’s now widespread. There’s no prevention and no cure. When outbreaks occur each year, half-a-million people with severe dengue are hospitalized. Some recover, but thousands die.

With a break-through vaccine to combat dengue fever about to be approved and commercially available in several countries, executives at Sanofi strongly resisted Schillinger’s radical outreach approach. Communication campaigns are the usual response for many governments in affected countries. They often try community-based approaches, in line with the World Health Organization’s recommendations. But their success is limited. The question was, how might this be made more effective as well as more efficient?

For Schillinger, the answer was obvious: “Why not use social media?” she asked. Social media could be used to inform people about the new way to fight dengue fever, but equally important, to connect people to a whole network potentially impacted by an outbreak. Through social media, people “connect and exchange with trusted interlocutors who derive their credibility from what they do, not just what they say. This is a transformative shift for communication and activism, and this has huge consequences for healthcare,” she stated.

Social networks are not just an additional tool for pushing information, she argued. Through social media such as Twitter and Facebook, as well as websites and chat rooms, users contribute their own experiences. They check facts and demand feedback. It’s much more than communication, she said. Eventually, she convinced the executives at Sanofi Pasteur, and she was proved right. Her initiative, the Break Dengue Community, garnered over 250,000 Facebook followers in its first year and enlisted over 4,000 volunteers globally to assist in the distribution and administration of vaccines. 

This approach may not be for the faint of heart, but “health organizations and companies have to adapt to this new interaction model,” she concluded.

Schillinger has been recognized as a 40 Women to Watch Honoree (2016) and received the Gold Quill Award (2016), Employee Engagement Award (2016), Most Impactful Emerging Initiative (2015), and Best Use of Social Media for Healthcare (2014) and was honored as the French Businesswoman of the year (2013).  She is also a TEDx speaker https://www.youtube.com/watch?v=CMDKkTuLUHw, blogger, and charter Member of Change Agents Worldwide.  

Tags:  Alliances  Break Dengue  Céline Schillinger  Collaboration  dengue fever  Emerging Initiative  Engagement  Facebook  French Businesswoman  Impactful  Innovation  Partnering  Sanofi Pasteur  Social Impact  Social Media  Twitter 

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New ASAP Corporate Member, DSM, Evolved From Coal Mining to Science-Based Company with Innovation, Sustainability, and Partnering at its Core

Posted By Cynthia B. Hanson, Friday, March 17, 2017

 DSM is a global science-based company with a focus on health, nutrition, and materials. Headquartered in the Netherlands, it has undergone a vast transformation from a coal mining entity in the early 20th century to a diverse, innovative company with the core value of sustainably. Partnering via strategic alliances and joint ventures has been critical to DSM’s growth, says Anoop Nathwani, director of excellence in strategic alliances/joint Ventures at DSM’s Innovation Centre. Nathwani provided the following information about DSM.

What inspired your team to join ASAP at the corporate level?
DSM has a number of successful joint ventures and strategic alliances, such as with Novozymes and Syngenta, to name a few. Industry dynamics are changing, and it recognizes the need to partner more extensively and start to ensure that correct partnering capabilities, skills, and competencies are more widely and consistently used to ensure partner successful in developing new, groundbreaking solutions for the markets it serves. In order to achieve this excellence in alliances and partnerships, DSM is looking to learn from ASAP’s best practices and adopt the appropriate tools and skills that are proven with companies showing consistent alliance success. DSM also saw the opportunity to be able to “tap into” thought leaders and networks with like-minded individuals to share best practices and learn from failures from a community of alliance professionals.

How else do you anticipate ASAP benefitting you and your team?

By joining ASAP, we can leverage the resources, tools, frameworks, and knowledge base with real, hands-on case studies of successful alliances that ASAP and the member community can offer. This can help those involved in driving strategic alliances, JVs, and partnerships to consistently achieve success in their partnering activity, versus the high failure rates that we see happening in partnering in general. The ultimate benefit is to see DSM achieve its growth objectives through successful partnering.

How has DSM evolved during a critical time of change in tech?
The evolution is simply phenomenal. Rather than trying to paraphrase this, please view this link to the company Website that explains that evolutional growth: 
https://www.dsm.com/corporate/about/our-company/dsm-history.html The link also talks about some of our many partnerships. Our alliance with Novozymes is a feed enzymes alliance. Combining DSM's and Novozymes' vast resources provides access to innovative products that are setting new industry standards and reaping exciting business results: http://www.dsm.com/markets/anh/en_US/products/products-feedenzymes/products_feed_enzymes_alliance.html. In terms of the alliance with Syngenta, DSM and Syngenta are developing and commercializing biological solutions for agriculture.  The alliance recently announced an R&D partnership to develop microbial-based agricultural solutions, including bio-controls, bio-pesticides and bio-stimulants. The companies aim to jointly commercialize solutions from their discovery platform. The collaboration aims to accelerate the delivery of a broad spectrum of products based on naturally occurring microorganisms for pre- and post-harvest applications around the world. These organisms can protect crops from pests and diseases, combat resistance, and enhance plant productivity and fertility.

Tags:  alliance  alliance teams  collaboration  DSM  Innovation  joint ventures  Novozymes  Partnering  resources  Sustainability  Syngenta  tools 

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Building and Sustaining the Alliance-Enabled Enterprise—Through the Lens of Vantage Partner’s Stu Kliman

Posted By Genevieve Fraser, Tuesday, February 28, 2017
Updated: Monday, February 27, 2017

Building broad-based organizational partnering capabilities that are strongly embedded within and across your firm’s partnerships can be daunting in the face of an increasingly complex web of multi-industry alliances. Take your partnering capabilities to a new level with advice on how to manage just this kind of challenge at the 2017 ASAP Global Alliance Summit, “Profit, Innovation, and Value for the Part­nering Enterprise,” Feb. 28-March 2 at the San Diego Marriott Mission Valley, San Diego, Calif. USA.

 

Stuart Kliman, CA-AM, a founding partner of Vantage Partners LLC, and co-author of Vantage’s 2015 study, “Transcending Organizational Barriers—A Cross-Industry View of Alliance Management Trends and Challenges,” will build upon this research in his two-hour long workshop, “Building and Sustaining the Alliance-Enabled Enterprise.”  Kliman manages Vantage’s alliance practice area and is a regular speaker and writer on alliance and key supplier relationship management.

 

This year, Kliman will be co-running the workshop with Julie Shirley, executive, strategic alliances for financial services and technology at Equifax, who will share how the concepts highlighted by Kliman have enabled Equifax’s alliance success. Shirley leads a team of alliance partnering specialists that strives to maximize value from Equifax’s partnerships and to institutionalize partnering and alliance management capability at Equifax. Previously, Shirley was deputy general counsel for Equifax.

 

Organizations need to remain agile to effectively engage in key alliances as new technologies appear that can disrupt as well as assist. Alliance managers, in particular, can help enable an enterprise-wide mindset for driving innovation through partnerships to maximize value for all stakeholders. The session promises to be a highly interactive workshop that addresses a range of challenges while exploring both normative and sub-par organizational approaches for partnering. It will also focus on a framework to assess an organization’s partnering capabilities.

 

The creation of a sustainable, “alliance-enabled” enterprise is key to succeed. “If you have an alliance-dependent strategy, then your entire organization, including, of course, your management team, needs to be focused on supporting it,” according to Kliman.

Organizations must shift from their traditional, inwardly focused foundations to embrace externally focused strategic assumptions for winning, and in the process, embed an operating model and culture befitting a world-class partner.


“A framework for assessing your organization’s broad-based partnering capabilities would look at those aspects of an organization that ultimately lead to behaviors and results—such as core assumptions that the organization has about how it wins, organizational design, key processes and tools, explicit and implicit incentives, roles and responsibilities, and skills,” he adds.


The discussion will focus on the difference between organizations that are designed to succeed at external partnering and those that are not. It also will drill down on how the partnering capability of an organization might be designed in a meaningful and impactful way, and the role that alliance management organizations can play to ensure that their companies are truly prepared to execute a partner-dependent strategy.


“Alliance management organizations far too often are focused on the mechanical aspects of making individual alliances work,” Kliman states. “Instead, they need to be more focused on ensuring that the organization itself is designed to support its alliance dependent-strategy, if indeed that is the strategy the organization has.”


The session also will include roundtable discussions and sharing of ideas across the broader group, during which participants can engage with their colleagues to discuss barriers they've experienced to building a true alliance-enabled organization and brainstorm changes necessary to reach that goal.

Tags:  Alliance Management  alliance managers  cross-industry  partnering  strategy  Stu Kliman  Trends and Challenges  Vantage Partners 

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Twombly & Shuman’s Next Generation Partnering Capability Workshop to Explore How to ‘Think Horizontal: Reimagining Partnering Practices’

Posted By Genevieve Fraser, Tuesday, February 28, 2017
Updated: Monday, February 27, 2017

Ecosystem partnerships everywhere are confronting the brave new world of the fourth industrial revolution. Join the discussion at the 2017 ASAP Global Alliance Summit, “Profit, Innovation, and Value for the Part­nering Enterprise,” Feb. 28-March 2 at the San Diego Marriott Mission Valley, San Diego, California USA, to explore the transformational landscapes emerging on the horizon.

In their interactive presentation Think Horizontal: Reimagining Partnering Practices as Digital Business Transformation Becomes Reality,” Jan Twombly, CSAP, and Jeff Shuman, CSAP, PhD, principals of The Rhythm of Business, reimagine the alliance governance process and introduce an approach common in design thinking to move from where you are today to where you need to be. The session is based, in part, on their recently published eBook, The Power to Partner Everywhere: Why You Need It, What It Is, How to Build It, which was also written by Lorin Coles, CSAP, Alliancesphere.

 “The new challenge for companies is to master the speed, scale, and scope of partnering in the fourth industrial revolution, but many are not prepared, according to Jeff Shuman. “Though technologies of this new eraarti­ficial intelligence, robotics, biotechnology, nanotechnology, the Internet of Things, to name a fewmay be utilized, companies need to reimagine how they do business. To be effective, alliances need to develop a strategic way of working both externally and internally.”  

“Most people think vertically, but the key is to also think horizontally, thus creating a holistic perspective. They need to reimagine partnershipreimagine a new way of partneringbut not just the technology that will inform the change. The governance structure is the horizontal that stretches across the entire organization and allows collaborative interactions in a frictionless manner,” Shuman emphasizes.

“Collaboration is key if an organization is to gain access to currencies each party brings to a relationship. By creating an overarching governance process, you provide the mechanisms that allow partnering activity to flow freely. But to effect that, there’s a need for a cross-functional, interlocking process. It’s imperative to build a system of governance that goes horizontally acrossfrom ideation all the way to go-to-marketa partnership development and execution process that moves seamlessly, frictionlessly from function to function to enablement in the field,” he says.

Designing and building this capability is an iterative, data-driven process that will reshape an organization and how it empowers employees to engage in the ecosystem, creating value for customers, partners, and stakeholders.  The Think Horizontal: Reimagining Partnering Practices” session is designed to help identify and articulate the challenges a company faces in transforming its partnering practices to the horizontal approach needed to support the speed, scale, and scope of partnering required today.  

Tags:  artificialintelligence  biotechnology  Jan Twombly  Jeff Shuman  nanotechnology  partnering  robotics  the Internet of Things 

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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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