Alliance Management Expertise, Partnering Frameworks and Tools, Collaborative Leadership

Bridging the Gap to the Next Normal
1. Partnering Guide / May 9th, 2020
As we try to find our way to the next normal for the economy and our lives, a tremendous leadership challenge presents itself to alliance professionals: How to reimagine the people-centric business of partnering when team members’ personal lives are disrupted or worse, remote work is the norm, there is great economic uncertainty, and intense pressure on resources? Add to this the fact that cross-industry, multi-partner as well as public-private collaboration is required to innovate our way out of this crisis. The number of partnerships for tests, vaccines, treatments, and medical equipment is exploding, as this graphic from CB Insights (Figure1) depicts. How can alliance management expertise be applied to this speed, scale, and scope of partnering so that time and money is not squandered by the inherent inefficiencies in partnering?

Even before...
Upcoming ASAP Netcast Event: Reimagining Alliance Management as an Agile Capability
4. News and Events / May 9th, 2020
Jan Twombly and Jeff Shuman offer complimentary webinar on June 11, 2020 at 12:00 EDT. Click here to register and use Discount Code web061120 at checkout.

Session Description
Before COVID-19 biopharmaceutical alliance managers were dealing with an increased demand for their services as companies’ traditional alliance portfolios continued to grow in size and complexity. With COVID-19 and virtual work, an additional burden has been added, but a new urgency to rethink how alliance management is done presents itself. Add to that all the new types of service, data, and digital partnerships being stood up and it is clear the time has come to reimagine how alliance management practices are implemented and the capability organized and resourced to meet growing demand.

The need to become more agile, iterative, and focused on what truly matters is great.

Agile principles have been applied to businesses as varied as Haier, a white goods manufacturer, and global healthcare companies such as F. Hoffmann-LaRoche with impressive results. This webinar introduces a practical approach to applying agile methods to the practice of alliance management and the structure of a function or team. Participants will learn:
  • How to build a stable backbone to enable rapid decision making and a focus on work that creates value
  • An agile approach to staffing the management of alliances that better utilizes available resources
  • How to use specialist roles to drive innovation
  • How to create service level agreements to ensure services provided are those that deliver the greatest value to stakeholders
  • The benefits of digitizing workflow and administration to deliver consistently superior work product—and build good alliance hygiene among stakeholders
Download our whitepaper Demand for Alliance Management Has Changed. Are You Ready?  for more on this topic.
 
Demand for Alliance Management Has Changed: Are You Ready?
2. Thought Leadership / March 15th, 2020
Download the pdf

When the head of a biopharmaceutical alliance management team told us he had to give his people “permission to ignore certain partners,” and another leader said he’d love to get into digital health partnerships, but didn’t have the resources, we knew the demand for alliance management had reached a tipping point. It is time to modernize how alliance management practices are implemented and the capability organized and resourced to meet growing demand.
 
Many companies across industries have taken a page from the discipline of agile software development to rethink how they go about their work. The outcomes are impressive in terms of value delivered to customers and the resulting benefits to the company and employees. We’ve always applied core tenants of agile to our work with alliance professionals, so over the past year we’ve been digging deeper and rethinking how to adapt agile principles to the work of alliance management.

The pdf linked to at the top contains two posts from The Partnering Guide blog presenting our perspective on the challenge facing alliance managers and an approach to applying agile to the alliance portfolio, services, and organization. We hope you find these posts helpful and welcome the opportunity to work with you to be ready to handle the increased demand for alliance management.
 
Reimagining Alliance Management as an Agile Capability--Part One of Four
1. Partnering Guide / March 15th, 2020
This is Part One of a Four Part post on adapting and applying certain principles of agile management as a means of meeting the increased demand for alliance management services as the scale, scope, and complexity of biopharmaceutical asset, service, digital, and data alliances and partnerships grows.

Download a pdf of all four parts of “Reimagining Alliance Management as an Agile Capability” plus “What to Do When it Gets ‘Just Too Hard.’”   


In our post What to Do When It Gets “Just Too Hard” we describe a challenge biopharmaceutical alliance professionals are facing: How to provide proactive, value creating alliance management services to company stakeholders and partners when the number, variety, and technical complexity of partnerships exceeds the ability of alliance managers to implement a traditional management model across the scale and scope of the overall corporate portfolio. A promising approach to the problem lies in adapting and applying certain principles of agile management. In this post we explore what is meant by agile and how it can be implemented in an alliance management context...
Reimagining Alliance Management as an Agile Capability--Part Two of Four
1. Partnering Guide / March 14th, 2020
This is Part Two of a Four Part post on adapting and applying certain principles of agile management as a means of meeting the increased demand for alliance management services as the scale, scope, and complexity of biopharmaceutical asset, service, digital, and data alliances and partnerships grows.

Download a pdf of all four parts of “Reimagining Alliance Management as an Agile Capability” plus “What to Do When it Gets ‘Just Too Hard.’”  
 


Read Part One of Reimagining Alliance Management as an Agile Capability

Practice Component 1:  Resourcing the Portfolio

One of the key reasons for reimagining alliance management as an agile capability is because there is currently a mismatch between the scale of enterprise partnering and professional alliance management resources. Current practice addresses this through traditional tiering and scoping that result in unmanaged alliances and diminished value to stakeholders of alliance managers who are spread too thin to deeply engage in their alliances....
Reimagining Alliance Management as an Agile Capability--Part Three of Four
1. Partnering Guide / March 13th, 2020
This is Part Three of a Four Part post on adapting and applying certain principles of agile management as a means of meeting the increased demand for alliance management services as the scale, scope, and complexity of biopharmaceutical asset, service, digital, and data alliances and partnerships grows.

Download a pdf of all four parts of “Reimagining Alliance Management as an Agile Capability” plus “What to Do When it Gets ‘Just Too Hard.’”  

Read Part One or Part Two of Reimagining Alliance Management as an Agile Capability


Practice Component 2:  Increasing the Agility of Alliance Management Practices 
 

There are many ways to build agility into alliance management practices. The Service Level Agreements between alliance managers and stakeholders shape expectations and focus resources on the work that delivers the greatest value to stakeholders and enhances the partner experience. Successful implementation of services requires standardization, meaning that everyone understands the language and how things are done....
Reimagining Alliance Management as an Agile Capability--Part Four of Four
1. Partnering Guide / March 12th, 2020
This is Part Four of a Four Part post on adapting and applying certain principles of agile management as a means of meeting the increased demand for alliance management services as the scale, scope, and complexity of biopharmaceutical asset, service, digital, and data alliances and partnerships grows.

Download a pdf of all four parts of “Reimagining Alliance Management as an Agile Capability” plus “What to Do When it Gets ‘Just Too Hard.’”  

Read Part OnePart Two, or Part Three of "Reimagining Alliance Management as an Agile Capability"
 
Practice Component 3:  Adapting the Alliance Management Organization

Typically, the resourcing model has been that each alliance has one alliance manager and that each individual has responsibility for multiple alliances. Certainly, there are exceptions for very large and complex alliances, and in advanced companies that have recognized the need for new ways of working, but by and large the traditional model remains entrenched. This means that alliance management functions, groups, or teams do not operate as teams; they operate as collections of individual contributors. Agility depends on purpose driven teams.

...
Collaborative Leadership: The Antidote to the Collaboration Paradox
1. Partnering Guide / January 21st, 2020
Thus far in this series of posts on collaboration, we’ve defined it as a purposeful, strategic behavior that is easier said than done. This is because of both a failure to build the capability—the mindset, skillset, and toolset—to collaborate across boundaries and the collaboration paradox—the systems, processes, and policies that helped companies be successful in the past that today impede their ability to collaborate. In this post we look at both collaborative leadership and the leadership system required to support and implement the capability as the antidote to the people and organizational challenges of achieving success in cross-boundary collaborations....
What to Do When It Gets “Just Too Hard”
1. Partnering Guide / January 2nd, 2020
A very successful entrepreneur once told us she knew it was time to iterate her assumptions and change her business when the current way she was doing something was “just too hard.” Ever since that conversation, we watch for this signal. Alliance management within biopharmaceutical firms is showing many signs of hitting the tipping point where it is just too hard to continue implementing alliance management practices as is typically done. One of the key issues raised during our 2018 research project with more than 30 biopharmaceutical companies both large and small was the challenge of an ever-increasing workload—both a growing portfolio to manage and the increasing technical complexity of the alliances making up the portfolio.[1]

Lately...
Partnering Readiness: The Through Line from Collaborative Leadership to Collaborative Execution
1. Partnering Guide / May 31st, 2019
download a pdf of the slide deck
access the full webinar

The data keeps rolling in: The companies that are successful in becoming digitally-enabled and customer-obsessed—and therefore prepared to compete as we enter the 2020s—are those best able to collaborate internally and externally. This dynamic of Technology + Partnering together are redefining and rewiring organizations, necessitating a new collaborative leadership system to serve as the backbone that supports agile collaborative execution.

The objective of the leadership system? To ensure that companies are ready to partner; purposefully and opportunistically, in one-to-one relationships, multi-partner engagements, and in ecosystems.  Partner readiness for the 2020s is not as simple as having an alliance management team that supports a center of excellence offering tools and training. Partnering readiness is embodied in every leadership action, operational structure, and execution motion. It extends through strategy, product, marketing, sales, support and management. It is the strategic imperative for alliance leaders today.
  
View our recent ASAP Netcast webinar or download the slide deck to evaluate how ready your company is to compete and succeed in the 2020s.
Two New Alliance and Partnership Management Training Programs Kickoff 2019 Learning in Action Agenda
4. News and Events / January 31st, 2019
Build speed and agility into partnership development and management by acting like a startup business. Drive customer-obsessed partnering outcomes by demonstrating collaborative leadership. Our two new Learning in Action™ programs help you and your team “get smart quickly” and drive business transformation.  

The Rhythm of Business announces two new Learning in Action™ opportunities to help businesses create and grow the partnerships and alliances they need in order to provide the transformative outcomes customers seek. These programs are delivered in person for maximum learning and include: principles, guidance and tools, application through either a case study or working an actual situation—potentially with a partner—activation support, as well as tracking and reporting of success metrics. Program descriptions and links to session overviews and sample conte...
ASAP Global Alliance Summit Presentation – Think Horizontal: Reimagining Partnering Practices as Digital Business Transformation Becomes Reality
2. Thought Leadership / April 3rd, 2017

AUTHORS: Jan Twombly and Jeff Shuman
download pdf

Companies are transforming and digitally enabling their business models in a variety of ways leading to new value for customers, stockholders, and stakeholders. Partnering is essential to this transformation – and partnering models are also evolving to reflect a shift to consumption and outcomes-based business models. It is not uncommon for 5 – 7 partners to be involved in the discovery, development, and deployment of industry-specific, turn-key solutions to customers.

Add to this the fact that in this new world the roles of companies may shift as the solution moves from get-to-market to go-to-market. Different business units may be involved, crossing as many internal boundaries as external ones. This breaks existing partner models and practices in many ways – from establishing and aligning value propositions to governance, communication, measurement, and agreements.

Every component of the partner journey must be reimagined to accommodate the network of partners that agilely assembles in a blend of structures ranging from loosely to tightly coupled and requiring no-touch to high-touch support.

Download our presentation from the 2017 ASAP Global Alliance Summit to understand how to reimagine your partnering practices for the speed, scale, and scope required for digital business transformation.

Partnering in a Time of Uncertainty – As Published in Strategic Alliance Magazine
2. Thought Leadership / July 31st, 2015

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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...

Suddenly, Partnering is New Again
1. Partnering Guide / June 8th, 2015

AUTHOR: Jan Twombly and Jeff Shuman

Over the years partnering has gone through many cycles, falling in and out of favor but still somehow, never really being considered a strategy of choice, unless a company was born with it as part of its core business model. In most traditional companies, senior...

Improving Partnering Outcomes – What’s an Alliance Professional to Do?
1. Partnering Guide / September 29th, 2014

AUTHOR: Jan Twombly and Jeff Shuman

Over the past several months we have thought a lot about a question that is both challenging and imperative:

How can alliance managers more directly and more successfully improve partnering outcomes?

We’ve long worked to enhance and increase the impa...

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