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“My job is getting more technical and more challenging every day.” This is how one of the first interviews we conducted began in our ongoing research project to examine the current state of the practice of biopharmaceutical alliance management. “What do you mean by that?” we asked. “I am spending more and more time making sure we don’t violate contract restrictions,” he responded—explaining that this means he needs to have a pretty good understanding of the science in multiple research agreements and understand the legal strictures. “We spend a lot of time making sure that what we are doing on one project doesn’t create a problem on another contract. Only the alliance management team will have that perspective.”

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AUTHORS: Jan Twombly, Jeff Shuman, and Lorin Coles
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The business transformation promised by the fourth industrial revolution is not possible without a partnering everywhere capability. Adapted from our e-book The Power to Partner Everywhere, this article from Strategic Alliance Magazine highlights the five design principles that get you started on the capability building journey that produces measurable business outcomes.

AUTHORS: Jan Twombly, Jeff Shuman, and Lorin Coles
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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.

AUTHOR: Jan Twombly and Jeff Shuman
 

Our previous blog post stated that partnering could be either the connective tissue or the Achilles’ Heel of a company’s efforts to capitalize upon the tremendous opportunities offered by the Internet of Things (IoT)--and all the technologies enabling the digitization of business, the shift to everything as a service (XaaS), and outcomes-based business models. We said that smart companies are rethinking their partnering practices from the customer back – and finding that what they’ve been doing is no longer sufficient for the speed, scale, and scope of partnering today.

At the crux of the issue is that in order to deliver the turnkey solutions customers require, companies need the ability to assemble just the right mix of partners for that customer scenario – and hope that can become a replicable industry use case, relevant for many more customers without tremendous customization. The path for achieving this appears to be a targeted and precise vertical focus.

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Author: Jan Twombly

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 r...

AUTHOR: Jan Twombly

It is ASAP Global Summit time again and as we head to snow free and warm Orlando, Florida from the grasp of one of the two worst winters in Boston’s recorded weather history, we are excited about more than the chance to leave the snow boots and shovels at home!

At the Su...

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Author: Jan Twombly

An update on the 2012 Practice of Alliance Management in the Biopharmaceutical Industry Study conducted by The Rhythm of Business finds an intensified focus on alliance management performance in the industry as a whole. The study results show an expansion of alli...

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Author: Jan Twombly

IT IS OFTEN SAID THAT MANY ALLIANCE MANAGERS stumble into the role. They don’t have the title, it isn’t included in performance objectives, and they don’t have any training in it.

Practically, the same can be said for executives asked to serve on governance com...