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Two Studies Provide Valuable Economic and Financial Metrics To Support Partnering and Revenues

Posted By Cynthia B. Hanson, Wednesday, September 14, 2016

ASAP unveiled a landmark alliance management study to a packed room at the Revere Hotel in Boston, a block from the Boston Common, during the recent 2016 ASAP BioPharma Conference, “New Faces, Unexpected Places in Partnering: The Foresight to Lead, the Foundation to Succeed,” which took place Sept. 7-9. The session “Applying the Latest Alliance Management Research to Your Partnering Practice” introduced the ASAP-commissioned 6th State of Alliance study, “The Economics of Alliances, Social Capital, and Alliance Performance,” researched and authored by Dr. Shawn Wilson, DBA, vice president and general manager at Beaulieu Group. The report provides economic and financial metrics based on extensive research and data analysis. "What is so important about this report is that it's the first time alliance management studies have gathered defined economic or financial outcomes as well as provided recommendations for improvement,” pointed out Michael Leonetti, CSAP, CEO of the Association of Strategic Alliance Professionals, during the session introduction. The session also included a presentation by Stuart Kliman, CA-AM, co-founder of Vantage Partners, on his company’s 2015 study “Transcending Organizational Barriers—A Cross-Industry View of Alliance Management Trends and Challenges.” Part I of this blog focuses on Wilson’s key findings. 

If you attended the ASAP BioPharma Conference last week or in years past, chances are you’re working for a successful company that has great balance and capability sheets, as well as skilled managers supporting company alliances. If you’re only concerned about the visible firm profile, however, you may miss the iceberg below the surface—the more massive structural configurations, norms, meanings, and work systems. Those subsurface dynamics can be swirling with conflict, which is why Dr. Shawn Wilson of Beaulieu Group, one of the world’s largest floorcovering manufacturers, did a deep dive about a year ago with a three-stage study that included qualitative interviews, a pilot study, and quantitative study of social capital. The consultant, published author, and researcher affiliated with Georgia’s Kennesaw State University worked with ASAP to provide new financial and economic ROI analytics that reflect partnering best practices. The study is based on the finding of three distinct dimensions of social capital: structural, cognitive, and relational. 

Social capital is the aggregate informal resources available to an individual, group, or institution that is generated by positive interactions. It effectively facilitates interactions, acting as a catalyst for inter- and intra-organizational transactions. Wilson used the concept of social capital as a tool to explore the tougher dynamics between organizations—and the potential to alleviate organizational problems in transactions and other interactions. 

“Social capital can be a force that pulls firms together or pushes them away. The more those dimensions of social capital push firms away, the longer the bridge needs to become in an alliance,” observed Wilson. “One of the biggest challenges firms have is that they overestimate what spans the bridge.” He then begged the question: “Were we successful because of the unknown factors under the iceberg?” 

The audience was then asked to consider a strong relationship between two people. “That strong relational tie doesn’t mean there will be strong ties when the entire family gets together,” he pointed out.  Now consider the failed alliance between Tesla and Toyota, which started as a friendship between the two CEOs, he continued.  “The mismatch between the two firms was too much for the alliance to bear.” 

The second finding from the study is that “the right kind of experience counts,” he said. The data don’t show that social capital improves when relationships strengthen; when it comes to an alliance executive’s experience, it’s not about the tools brought in. It’s about how to measure up to a firm’s potential partnership through nuance, he added. 

The third finding? Companies with above-average social capital outperformed their peers. The financial measures were much higher when perceptual measures were met, such as satisfaction, the accomplishment of strategic objectives, and stability. 

Watch for Part II of our coverage on “Applying the Latest Alliance Management Research to Your Partnering Practice,” Stuart Kliman’s presentation of Vantage Partner’s study “Transcending Organizational Barriers—A Cross-Industry View of Alliance Management Trends and Challenges.” You can read more about ASAP’s 6th State of Alliances in the Summer 2016 Strategic Alliance Magazine.

Tags:  6th State of Alliance  alliance  alliance management  Beaulieu Group  Dr. Shawn Wilson  economic and financial metrics  economic ROI analytics  Michael Leonetti  partnering best practices  partnerships  perceptual measures  social capital  Stuart Kliman  Tesla  tools  Toyota  Vantage Partners 

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A Swim in ‘The Aquarium:’ Your Chance to Collectively Shift the Thought Currents of Alliance Management

Posted By Cynthia B. Hanson, Wednesday, September 7, 2016

ASAP Summit and Conference participants spend a lot of time sitting, listening, and absorbing the most cutting-edge information in the industry. Now it’s your turn to be a speaker, guide, and thought provoker in a new session format at this year’s ASAP BioPharma Conference Sept. 7-9, “New Faces, Unexpected Places in Partnering: The Foresight to Lead, the Foundation to Succeed,” at the Revere Hotel Boston Common, Boston. The Aquarium session encourages attendees to dive in and wrestle with the hot topics of the day in a creative, ASAP-designed version of the “fishbowl” learning activity. Moderated by Jan Twombly, CSAP, president of The Rhythm of Business, the session will start with a lively exchange on key topics from several experts in the field of alliance management as the audience peers into the tank. There will be three 25-minute rounds during the session, each with a separate topic. Participants will be allowed to “tap in” and move the conversation in new directions. When someone comes onto the stage, one person must exit. 

“We’re not sticking to a script; each of these topic discussion could branch off,” explains Ann Johnson, ASAP’s content manager, who has developed the concept as an innovation ASAP programming.  “That’s the beauty of nontraditional session structure like this: It allows for free-space that often results in exploring topics in real and meaningful ways … through many different lenses. It encourages engagement, peer-to-peer sharing, and participation, which is what our members want. There are no right answers to these topics, and in fact we want to hear diverse viewpoints,” Johnson adds. “This is a way to hear from the voices we often don’t hear from.” 

It’s an opportunity to become a member of the “school” in a fast-paced, collective swim that is geared to leave participants with a more creative and innovative perspective on the potential for change in alliance management. The following preselected topics are designed to jumpstart the conversation:

Topic #1: Lead, Follow, or Get Out of the Way

True or False: The alliance management profession in biopharma has the respect, skills, and ability to lead companies into partnering with different types of partners, across industries, and in new models.

Topic #2: Handle with Care: Managing the C-Suite

How do you ensure executive leadership (C-Suite) is appropriately involved in an alliance, without giving them a seat at the table, especially when the alliance is between a small, innovative company and big pharma?

Topic #3: Breadth or Depth – What Does it Take to Succeed?

Which qualities will be more highly valued in alliance managers as the industry adapts to digitization, outcomes based pricing, and an increasing number and variety of partnerships: broad business and technical skills and experience or deep pharmaceutical industry knowledge and experience?

As the conversation evolves, participants will then get a chance to bump the following thought leaders and senior-level partnering executives off the stage: 

  • Jeremy Ahouse, CSAP, PhD, Executive Director Alliance Management, Celgene
  • Harm-Jan Borgeld, CSAP, PhD, Head Alliance Management, Merck Serono 
  • David Burnham, Senior Vice President Strategic Alliance Management, INC Research
  • Mark Coflin, CSAP, Senior Director Alliance Management Global BD&L, Baxalta US Inc.  
  • Cathy Connelly, CA-AM, Head, Alliance Management, Sanofi Genzyme
  • Andy Hull, CA-AM, Vice President, Global Alliances, Takeda Pharmaceuticals
  • Katherine Kendrick, CA-AM; Director of Alliance Management, Elanco, Eli Lilly and Company
  • Brooke A. Paige, CSAP, Staff Vice President, Strategic Initiatives, HealthCore, Inc.
  • Petra Sansom, Sr. Director, Alliance Management, Vertex Pharmaceuticals
  • Mary Jo Struttmann, CA-AM; Executive Director, Global Alliance Management, Astellas Pharma Inc.
  • Michael Sumpter, Head of Alliance Management, Servier Monde
  • David S. Thompson, CA-AM, Chief Alliance Officer, Eli Lilly and Company
  • Steve Twait, CSAP, VP, Alliance and Integration Management, AstraZeneca

 Photo credit:  MB Photo Credit: W. Chappell

Tags:  alliance management  alliance managers  Ann Johnson  Astellas  AstraZeneca  biopharma  c-suite  David Thompson  Eli Lilly and Company  Jan Twombly  Mary Jo Struttmann  Michael Sumpter  partnerships  Petra Sansom  pharma  Servier Monde  Steve Twait  The Rhythm of Business  Vertex Pharmaceuticals 

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The Importance of Keeping a Steady Hand on the Wheel and Stepping up the Pace When Managing Acquired Alliances

Posted By Cynthia B. Hanson, Wednesday, August 31, 2016
Updated: Saturday, August 27, 2016

“How does the alliance manager’s responsibilities change when a company and its alliances are acquired?” That was the key question participants plumbed in the fast-paced session “Navigating the Speed Bumps and Driving Decisions: A Roadmap for Integrating Acquired Alliances” by Katherine Kendrick, CA-AM, director of alliance management at Elanco, Eli Lilly and Company. The session was part of the programming at the 2016 ASAP Global Alliance Summit, “Partnering Everywhere: Expert Leadership for the Eco­system,” held at the Gaylord National Resort & Convention Center, National Harbor, Maryland in the March. Kendrick also reprised her presentation for her April 14 ASAP Netcast webinar.

 

“Each alliance you acquire travels at different speeds,” Kendrick emphasized early on, adding that speed bumps are inevitable and likely will require quick moves with a firm hand on the wheel. When companies are purchased, the alliance manager needs to very specifically address a range of new partnering challenges, including:

 

·         Questionable alliance health status

·         Contract obligations not met by the acquired company

·         Lagging development or progress

·         Misaligned expectations

·         Disparity of information

·         Competitive challenges

·         Demotivation

·         CRO/CMO assignability of contracts

 

Central to a smooth transition is ordering the process of investigation, inquiry, and engagement with the main stakeholders, said Kendrick, who has considerable alliance management experience and more than 15 years of pharmaceutical experience with an emerging market expertise. After working to ensure the delivery of diabetes pharmaceutical and device development partnerships and commercial relationships, she assumed a leadership role in animal health at Elanco in 2015 as director of alliance management for research and development managing the strategic alliance portfolio of external innovation and mergers and acquisitions.

 

The process involves orchestrating clear communication between partners to build alliances teams, establish governance, and drive value; implementing divestiture and termination decisions that are respectful of the partners and individuals; addressing integration challenges that can cause blips in reporting and cash flow, she explained while swiftly flipping through her deck.

 

One way to coordinate that kind of complexity is to think of yourself as a smartphone app, she advised. Be an efficient technological program capable of:

·         Simplicity of interface with your senior leadership

·         Single point of contact for multiple aspects of relationships

·         Provision of integrated solutions

·         Ability to managing multiple tasks

 

Keep in mind, however, that after studying the new map that comes with your acquired alliance, you may conclude that it’s better to terminate, renegotiate, or sublicense.

 

ASAP organizes monthly webinars that are free for ASAP members, but available to non-members for a fee. Click here more information on ASAP webinars like Kendrick’s, or just register for ASAP’s September webinar that will discuss ‘Executing in the Field: The Key to a Sustainable’.

 

For three days of more insightful presentations on topics of critical interest to partnering professionals in life sciences and healthcare, don’t miss the 2016 ASAP BioPharma Conference.

Tags:  alliance health status  alliance managers  ASAP netcast webinars  Elanco  governance  Katherine Kendrick  partnerships  R&D  renegotiate  senior leadership  stakeholders  sublicense  sustainable  terminate 

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Keynote Speaker “Dr. Sam” To Prescribe More Collaboration as Part of the Cure for US Heathcare Ailments at ASAP’s BioPharma Conference

Posted By Cynthia B. Hanson, Tuesday, August 30, 2016
Updated: Saturday, August 27, 2016

He’s a respected medical officer as well as a major mover and shaker in the area of healthcare reform. To those who know him personally, however, Dr. Sam Nussbaum is the wise and approachable “Dr. Sam.” The distinguished healthcare policy expert will be up on the podium at ASAP’s 2016 BioPharma Conference diagnosing woes and handing out prescriptions in relation to the changing political and healthcare scene in his talk “Healing the U.S. Health Care System: Collaboration is Essential” Wednesday, Sept. 7 at the conference “New Faces, Unexpected Places in Partnering: The Foresight to Lead, the Foundation to Succeed” at the Revere Hotel, Boston Common, Boston.

 

As a strategic consultant at EGB Advisors, Inc., the consulting arm for Epstein, Becker & Green, he advises healthcare, life science companies, physicians, hospitals, and provider organizations. He also served as the former executive vice president, clinical health policy, and chief medical officer at Anthem Health from 2000 to 2016, where he was acted as the key spokesperson and policy advocate and oversaw clinical strategy and corporate medical and pharmacy policy. He was responsible for HealthCore, Anthem's clinical outcomes research subsidiary, and helped create the model for the Food and Drug Administration’s Safety Sentinel System. Recognized by Modern Healthcare as one of the "50 Most Influential Physician Executives in Healthcare," he received the 2004 Physician Executive Award of Excellence from the American College of Physician Executives.

"Sam is the ‘advisor to healthcare advisors,’” says Brooke Paige, staff vice president, strategic initiatives at HealthCore, Inc. “He is sure to bring a dynamic energy and unique perspective to the ASAP Biopharma Conference. Sam is a true clinician, always keeping the patient in mind. As we talk about how our healthcare landscape may change in response to the upcoming presidential election, “Dr. Sam” can advise what potential election outcomes could mean for each segment of the industry."

 

Nussbaum is known for his exceptional role in creating collaborative solutions between Anthem, HealthCore, hospital systems, the FDA, and public agencies. He is well-versed in the value of partnering to solve systemic problems at the highest of levels, having helped design and promote patient-centered medical homes and assessed their impact on the quality and cost effectiveness of care. Under his leadership, HealthCore has built partnerships with federal agencies and academic institutions to advance drug safety, comparative effectiveness, and outcomes research.

“Dr. Nussbaum is uniquely qualified to discuss collaborative approaches and help attendees define ecosystem problems specific to their business while envisioning strategic partnering options to best address an alliance challenge,” says ASAP CEO Mike Leonetti, CSAP, of the choice. “We know as partnership professionals, that the US healthcare system will never be fixed without a collaborative approachit's just too complex not to bring the payors, providers, industry, and government participants together.  In addition, Nussbaum is a policy guru with strong healthcare policy experience and can help attendees prepare for a range of potential scenarios stemming from evolving healthcare policy impacted by the presidential elections.”

 

While serving at chief medical officer at WellPoint, he was accountable for $100 billion in healthcare expendituresfrom clinical pharmacy programs to care and disease management. The HealthCore subsidiary built partnerships during that time to further outcomes research, drug safety, and comparative effectiveness with large federal agencies, such as the Centers for Disease Control and FDA, as well as academic institutions.

 

He received his medical degree from Mount Sinai School of Medicine, and trained in internal medicine at Stanford University Medical Center and Massachusetts General Hospital. He also trained in endocrinology and metabolism at Harvard Medical School and Massachusetts General Hospital. He currently serves on the Board of Directors of the OASIS Institute, NEHI, BioCrossroads (an Indiana-based public-private collaboration that advances and invests in the life sciences), and America's Agenda. He is a member of the Scientific Advisory Board of Medidata, a publicly traded clinical technology company serving life sciences clients, and the Healthcare Advisory Board of KPMG. He serves as Chair of the Centers for Education & Research on Therapeutics (CERTs) Steering Committee (a cooperative agreement between AHRQ and the FDA), is a member the HHS Health Care Payment Learning and Action Network (LAN) Guiding Committee, and participates in Institute of Medicine activities, including serving on the Roundtable on Value & Science-Driven Health Care.

 

For more information about the 2016 ASAP BioPharma Conference and keynote speaker Sam Nussbaum, go to http://www.asapweb.org/biopharma/.

Tags:  Anthem Health  ASAP BioPharma Conference  collaborative solutions  Dr. Sam Nussbaum  EGB Advisors  FDA  healthcare  HealthCore  hospital systems  Inc.  life science companies  partnerships  public agencies  WellPoint 

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What’s Brewing in the 2016 Biopharma Conference Beaker? | Part 1

Posted By Cynthia B. Hanson, Tuesday, July 19, 2016

In a recent interview, ASAP CEO Mike Leonetti, CSAP, provided a sampling of what’s to come at the 2016 ASAP BioPharma Conference. He offered insights into the changing landscape for partnerships and how alliance managers and others need to adapt, as well as a preview of speakers and cutting edge sessions and workshops.  

Why is this a must-attend conference for alliance managers, CEOs, and others working in the biopharma, healthcare, and life sciences industries? 

Partnership management is changing. If they are performing their jobs the same way they were two years ago, they likely are leaving money on the table or missing great new opportunities. This year’s conference offers programming to learn how to partner in new environments, which includes tech, academic, and healthcare system partnerships. An ongoing message of the conference is to understand that the ecosystem is getting larger, and their enterprise now represents their company, partners, and the entire healthcare system. As alliance managers, we can no longer be comfortable defining our box as an asset partnership and staying there. We will limit our creation of value in our companies unless we harvest the enterprise. 

What’s new at this year’s conference? 

We are going to talk a lot about the changes in partnerships across the industry. We are not only going to talk about biopharma and healthcare, we are going to hear from people on the tech side of ASAP regarding what’s important and best practices when partnering with tech. It will provide key opportunities to learn about tech companies and how they partner. If biopharma and healthcare are going to partner with tech, each of these industries needs to have a clear understanding of the others’ expectations. 

What timely message is Dr. Samuel Nussbaum, strategic consultant at EGB Advisors, Inc., likely to provide during his keynote address? 

The keynote, “Healing the U.S. Health Care System: Collaboration is Essential,” which is scheduled for the afternoon of Wed., Sept. 7, will tie directly into our theme. Sam is going to talk about his background and expertise with the impact of public policy on healthcare systems and healthcare reform. He will talk a lot about how important collaboration is to finding a solution to our system crisis; my guess is he may try to give examples of how manufacturers, payers, policy experts, academics, and anybody else in the healthcare system can collaborate and partner to overcome major obstacles regarding healthcare reform. 

Who will give the plenary address? 

Our plenary will be given by Stéphane Thiroloix, CEO of Mayoly Spindler, on the morning of Thurs., Sept. 8. Mayoly Spindler is an emerging family-owned, independent French company, originally founded by a husband-and-wife team working to provide gastroenterology and dermatology healthcare solutions. Stéphane joined as managing director in 2014, and he has lots of leadership experience from working in multiple biopharma executive roles before joining Mayoly Spindler. He is an advocate who understands what it takes to be successful in a partnership and basically created the partnership management function in his last two roles.  He will share what a CEO’s expectations are for alliance management success. 

To view the program and download brochure information, go to www. asapweb.org/biopharma.

Tags:  alliance management  biopharma  collaborate  Dr. Samuel Nussbaum  ecosystem  healthcare  healthcare reform  Mayoly Spindler  partner  partnership  Partnership management  Partnerships  public policy  Stéphane Thiroloix  tech 

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