Alliance Management Consulting and Training, Partnering Frameworks and Tools, Collaborative Leadership

Managing the Cost of Time at Alliance Startup on the Agenda at the 2021 ASAP Global Alliance Summit
4. News and Events / February 27th, 2021
The Rhythm of Business is proud to once again be a platinum sponsor of the ASAP Global Alliance Summit, See into the Future of Alliances. This is the premier event for alliance management professionals from across industries. Even in an all-digital format, there are plenty of opportunities to network, learn from industry leaders, and put your fingers on the pulse of partnerships today.

Jan Twombly and Jeff Shuman will lead a Live Stream Master Class session on Monday March 15th The Value of Alliance Management: Managing the Cost of Time at Startup. Featuring two case studies, one of a codevelopment, cocommercialization biopharma alliance and another of a software vendor-global systems integrator partnership, participants will address several questions and:
  • Identify the potential value-eroding inefficiencies and risks in the case studies that must be addressed
  • Develop a high-level plan for a fast-paced, agile startup—in a remote digital environment, without in-person interaction
  • Capture the value produced by applying alliance management practices
 
Their analysis will be informed by an upfront presentation by Twombly and Shuman that shares some of their most recent work on reimagining alliance management practices to be more agile and to focus on what stakeholders value the most.
 
Twombly is a long-time member of the Board of Directors of ASAP. View the complete Summit agenda and register today.
Rumblings, Perennial Challenges, and Reimagining a Path Forward
1. Partnering Guide / December 4th, 2020
There is no question 2020 has been the most challenging year in recent memory. As it comes to a welcome close, old challenges are appearing anew. For biopharmaceutical alliance professionals, it is once again the season of having to explain to the CFO wielding the budget axe, “So tell me again what you do?”
 
It is not surprising, given the uncertainty of the business climate and the wholesale changes that have occurred. Companies have learned to live without physicality in offices, sales calls, team meetings, conferences, new staff interviews…the list goes on and on. Suffice it to say that any executive worth their salt is examining what their business needs and doesn’t need to be successful as we hopefully emerge from the pandemic in 2021 and into the next normal.
 
Savvy alliance leaders should welcome the challenge—and be prepared with an answer that not only explains how you’ve helped the business achieve great things during 2020 by keeping its alliances on track. You must also be ready to share what you and your team are doing to reimagine the future course of the company’s alliance capability and help lead it in a time of scientific and technical advancement, changing economic incentives, and empowered patients that necessitates partnering happening everywhere in the organization—all while incorporating the surprisingly productive ways of doing business we’ve adopted...
The Demand for Alliance Management Grows—and Paradoxically It Must Prove Its Value
4. News and Events / October 12th, 2020
The Rhythm of Business’ presentation at the 2020 Strategic Alliance Management Congress offers a path to focusing on value key stakeholders recognize while meeting growing demand.

As biopharma companies evolve their business models in response to economic pressures, changing patient expectations, and new technologies that are powering everything from drug discovery to the sales process, alliances and partnerships multiply. The demand for managing alliances grows, yet in a pandemic environment, uncertainty is constraining resources and budgets making it an imperative to prove the value of the alliance management function.

On October 27, Jan Twombly, president of The Rhythm of Business and an ASAP Board of Directors member, will present her company’s prescription for maximizing the ability of alliance managers to deliver value to their organizations. She will discuss three influencing f...
The Silver Lining: Reimagining Alliance Management to Focus on What Matters Most Now
1. Partnering Guide / September 24th, 2020
Download a pdf of our conference presentation

Our hats are off to everyone who participated in the ASAP Biopharma Conference earlier this month! Because of all the creativity and engagement by speakers, participants, the program committee, and staff, it certainly felt like a real conference, just one delivered in a digital environment instead of in Boston’s Seaport District! It is further evidence the status quo is no more and so many of the old rules no longer apply. This is really the silver lining: a license to fix what’s broken, become more resourceful and agile, dispense with unnecessary process, and focus on what matters most.

COVID-19 and Work from Home (WFH) has created a new burden on alliance professionals. You must be more intentional, work harder to be in the right meetings, pay more attention to the mental and physical state of your team, your governance members. Add to this all the new types of service, data, and digital partnerships both before- and with-COVID and it is clear the time has come to reimagine how alliance management practices are implemented and the capability is organized and resourced to meet growing, changing demand.

Our presentation at the conference introduces practical actions for reimagining the collaboration between alliance managers and their internal stakeholders, especially governance team members, and the resulting partner experience. We toss aside the status quo to:
  • Redefine how alliance managers are assigned to alliances
  • Collaborate with stakeholders to align on the services that create value for them and that mitigate the panoply of value-eroding risks that are now present
  • Create the transparency of information flows and communication required in our together-but-apart world
Contact us today to discuss how our consulting and training services can help your alliance management team be more agile, more digital, and more successful in delivering the value to stakeholders that matters most today.
Reimagining Alliance Management for the Next Normal: ASAP Summit Virtual Executive Roundtable
4. News and Events / July 1st, 2020

Summary from exclusive ASAP Global Alliance Summit executive virtual roundtable. Download the discussion slides

“We are all operating in a new norm and we need to evolve with it.” So stated one of the alliance executives The Rhythm of Business invited to a virtual roundtable discussion during the 2020 ASAP Global Alliance Summit on reimagining alliance management for the next normal. We approached the topic from two angles:
 
  • The impact of COVID-19 on a people-intensive business that depends on good relationships
  • The increased demand for alliance management services as companies’ alliance portfolios continued to grow in size, complexity, and new types of digital and service alliances, even before the pandemic
The silver lining of needing to find a next normal is that it gives license to fix what is broken, it forces us to become more resourceful and agile, and focuses us on what...
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 bef...
Upcoming ASAP Netcast Event: Reimagining Alliance Management as an Agile Capability
4. News and Events / May 9th, 2020
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
Watch the webinar
Download our whitepaper Demand for Alliance Management Has Changed. Are You Ready?  for more on this topic.
 
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 managemen...
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 en...
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 t...
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 driv...
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