Alliance Management Expertise, Partnering Frameworks and Tools, Collaborative Leadership

Alliance Managers Find They Have the Control and Influence to Empower Collaborative Leadership
1. Partnering Guide / April 2nd, 2019

Author: Jan Twombly

At the recent ASAP Global Alliance Summit, we conducted an abbreviated version of our workshop, Own Your Transformation: A Five-Point Agenda for Empowering Collaborative Leadership, with alliance professionals from info tech, biopharma, and fintech, as well as other industries where partnering is as essential as the technology. The objective of the session was to design a collaborative leadership system to break through the barriers organizations typically put up to true collaboration.

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How to Tame an Octopus: Managing the Proliferation of Clinical Collaborations
1. Partnering Guide / October 15th, 2018
In 2016, former US President Jimmy Carter announced that he no longer required treatment for his metastatic melanoma that had spread to his brain and liver. After six months of being treated with the immunotherapy pembrolizumab (trade name KEYTRUDA), together with surgery and radiation therapy, doctors had seen no sign of his disease for three months. This was a remarkable development—before pembrolizumab was approved in 2011, President Carter’s cancer likely would have been fatal.

Known as a “checkpoint inhibitor” pembrolizumab and other drugs in its class work—in simplest terms—by turbocharging the body’s immune system so that it can fight cancer. Its success, and the success of other similar drugs, such as avelumab (trade name BAVENCIO), and nivolumab (trade name OPDIVO), have unleashed a tsunami of clinical collaborations to identify how using these drugs in combination might expand and extend their significant patient benefits—and maximize their value to the biopharma companies that are developing them.

D...
What's Your Resourcing and Capability Roadmap? Five Recommendations for Evolving Alliance Management
2. Thought Leadership / September 27th, 2018
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Based on The Rhythm of Business’ research, there is no longer any doubt that alliance management is acknowledged at the highest levels as an essential strategic capability in today’s biopharmaceutical company.   

Everything we’ve learned through interviews of 31 alliance managers from 29 big pharma, biotech, and animal health alliance management functions, points to a core challenge confronting alliance management leaders:

How will you continue to resource and evolve your alliance management capability to keep pace with the scientific and business changes hurtling at the industry that are in turn driving the need for more and more partnering and externalization?

We offer you our recommendations for how an essential function keeps pace with demand in this mini e-book.

Don’t miss our article about what we’ve learned through the research in the Q3 2018 issue of Strategic Alliance and check out our narrated presentation of the preliminary results from the research. 
As Seen in Strategic Alliance Magazine: No Longer Any Doubt: Alliance Management is an Essential Strategic Capability for Today's Biopharmaceutical Company
2. Thought Leadership / September 24th, 2018
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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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Coping Strategies for Overstretched Biopharma Alliance Executives
1. Partnering Guide / September 15th, 2018
It has been said by more than one executive that having too much work for her team to manage is a “high-class problem to have.”  If you buy that thinking, biopharma alliance executives have a very high-class problem to cope with!

The Rhythm of Business has interviewed over 30 alliance executives from a wide-range of biopharma, biotech, and animal health companies to understand and report on the current state of practice. Our core finding is that alliance management is here to stay in biopharma. It is viewed as a strategic capability, essential to the organization, with increasing C-Suite visibility and support.

What we’ve also learned is that alliance management teams are dealing with growing portfolios of alliances to manage along with greater technical components to their alliances. Some 86 percent of interviewees report growing port...
A Turnkey Partnering Center of Excellence
5. Case Studies / February 6th, 2018
A global biopharma company with a large number of alliances and other collaborations-- academia, service providers, consortia, emerging biotechs, and other big pharma-- engaged us to create both in-person and online alliance management training and tools, customized for their portfolio and way of working....
Assess and Reset for Success
5. Case Studies / February 6th, 2018
An alliance that spent several years conducting research and doing early stage development achieved proof of concept and was ready to move to late stage clinical trials....
Into the Vortex: Leading the Power to Partner Everywhere – Presentation at Strategic Alliance Management Congress
2. Thought Leadership / May 9th, 2017
AUTHOR: Jan Twombly
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Biopharma partnering professionals, access our presentation from the May 2017 Strategic Alliance Management Congress.

Partnering is ubiquitous. It is happening everywhere in every function of a biopharma company. New partners often come from unexpected places. An ecosystem perspective is required to address new challenges and keep traditional alliances and collaborations on track. Explore the implications on how alliance processes must adapt and evolve – from partnering models to governance and measurement. Understand the new mindset and skillset required for alliance managers to succeed now that partnering is everywhere.
A Mindset for the Biopharmaceutical Alliance Manager in the Era of Connected Ecosystems
2. Thought Leadership / December 23rd, 2015

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Author: Jan Twombly

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...

Strategic, Entrepreneurial and Adaptable: Qualities for Alliance Success
1. Partnering Guide / November 16th, 2014

AUTHOR: Jan Twombly

I had the pleasure of moderating the ASAP New England Chapter’s event earlier this month, Alliance Management in an Age of Disruption. Our panel of cross-industry alliance professionals tackled a number of issues, including:

  • Causes of disruption in their industry

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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...

The Partner Portfolio Manager: Shining the Spotlight on Performance and Value
2. Thought Leadership / February 28th, 2013

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Author: Jan Twombly

How does an alliance manager know where to put his or her efforts? Too often these efforts are focused where the noise is loudest and the “brushfires” burn the brightest. But being a firefighter is not the optimal role for alliance managers—and it isn’t t...

Congratulations! You've Been Appointed to a Governance Committee. Now What?
2. Thought Leadership / October 15th, 2012
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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...

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