As Seen in Strategic Alliance Magazine: Mastering the Speed, Scale, and Scope of Partnering for the Connected Ecosystems of the Fourth Industrial Revolution

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Our cover story article in the Summer 2016 edition of Strategic Alliance Magazine highlights some of the ways in which partnering practices must change to keep pace with the exponential rate of business transformation unleashed by the technologies of the Fourth Industrial Revolution. It necessitates rethinking the rules of partnering and taking an ecosystem perspective to building partnering capability. Those that don’t will be leaving value on the table at best – and at worst may find itself left behind.


A Mindset for the Biopharmaceutical Alliance Manager in the Era of Connected Ecosystems

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First in a series to challenge the profession to “think differently,” we describe a mindset – a way of thinking about the role of the alliance manager that transcends “best practices.” For those new at alliance management – and executives who need to understand what it is all about – it provides an introduction to the discipline. For experienced alliance professionals, it provides a way of shaping and framing their core value to their company and partners as biopharmaceutical companies increasingly partner “beyond the pill.”

Based on our experiences over more than 15 years with over 50 life science firms of all sizes, expertise, and maturity with partnering and alliances, we introduce:

  • Three principles to guide the management of alliances

  • Four building blocks to manage risk and realize value within an organization’s unique context

  • Three skills to master

With this foundation, the alliance professional can move beyond “best practices” and lead his or her company through the complexities and challenges of partnering to deliver value to patients as well as to the company and its partners.

Make no mistake about it: this era of connected ecosystems is built on partnering, thus everyone needs some alliance and partnering skills. But not everyone is tasked with managing the incremental risks of partnering and realizing the intended return on investment. Biopharmaceutical alliance professionals must develop the muscle to lead their companies to success. Doing so requires thinking bigger, thinking differently.


Integrating a Multichannel Strategy

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In today’s environment, customers are empowered to purchase and consume what, where, when, and how they want. Companies are implementing multichannel strategies to present the customer with the desired choices and to reach the customer via its channel of choice. Multichannel no longer means “this channel” or “that channel.” It means all channels – the omnichannel. In this environment all channels must be tightly aligned, with key points of intersection among them. Otherwise the seamless omnichannel experience won’t exist – nor will the increased revenue from retaining and growing existing customers and reaching new ones through multiple routes to market.

Integrating a Multichannel Strategy demonstrates how to apply the SMART Partnering methodology to deliver the optimal omnichannel customer experience. A bolted-on approach to adding channels only sows conflict and sub-optimization. The path to the gold lies in baking a multichannel strategy into an organization’s culture and way of working.


Partnering in a Time of Uncertainty – As Published in Strategic Alliance Magazine

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Uncertainty and complexity are all that is certain. Integrating partnering strategy into corporate strategy is an essential path to leveraging all available resources in the journey to become agile enough to manage the unexpected.

Learn the components of a robust partnering strategy that can help organizations set bold goals and achieve the agility required to win in the time of uncertainty.


SMART Partnering: Orchestrating Success in the Era of Connected Ecosystems

Welcome to the era of connected ecosystems.

Incumbents struggle to shift their businesses from legacy cash cows to emerging new models. Some will – many will not. Resiliency and the courage to be bold and think big are essential in the face of ever-changing market dynamics. The challenge is that decisions have to be made quickly and with incomplete information. If decisions were black or white, they would be easy. The challenge – and where opportunity lies – is in the gray.The problem is that in most companies, the executive suite doesn’t understand partnering.

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