Trying to take your alliance management function to the next level? As a function, we are under increasing pressures to add value. This presentation will look at alliance management function from strategic, operational, and cultural perspectives. It will also include developing and using metrics to capture the frequency of services provided, measure workload across partnerships, and track alliance management-driven cost savings.

The workload is growing and getting more complex. Signs have emerged that it is just too hard to continue implementing alliance management using traditional methods. Discover how to apply agile organization principles to key practices across the lifecycle. Use Service Level Agreements based on portfolio segmentation to deliver the value stakeholders require. Create new special purpose roles aligned to value inflection points. Reduce the governance strain on executives while improving decision making effectiveness.

This presentation will detail why efforts to become a "partner of choice" have failed for many companies.  It will demonstrate through real-world examples what becoming a partner of choice really means, and why what "it really means" will change over time and for different collaborative ventures … even with the same business partner.  Methodologies will be described that will help companies identify and communicate their unique value proposition in a clear, concise, and compelling fashion in order to attain a partner of choice status with multiple potential partners.

Developing an outsourcing strategy to support clinical trial laboratory testing presents challenges to successfully execute with so many established and new emerging technologies. Identifying strategic partners to enable successful study execution starts with a strong collaboration between an alliance management organization and internal stakeholders. Strategies to build a strong alliance with strategic partners and how to manage changes to the portfolio will be presented.

Alliances are always dynamic, moving with the dynamics of the individual opportunity. But partners themselves are dynamic. When one partner is acquired in a relationship it can be destabilizing to the existing relationship.  We want to look through Pfizer (and others' experiences) of acquiring existing alliances, existing relationships, and then build new ones. We hope to cover the obvious steps, some less obvious steps, and possible recommendations for your own future acquisitions.

This talk will explore the essential elements that underpin a successful BioPhama/Diagnostics partnership. We will touch on the background, cultural influences, challenges and successes associated with the BMS-Illumina strategic Alliance.

This talk will explore the essential elements that underpin a successful BioPhama/Diagnostics partnership. We will touch on the background, cultural influences, challenges and successes associated with the BMS-Illumina strategic Alliance.

The dynamic nature of pharmaceutical collaborations means it is inevitable that disputes will arise from time to time. Disputes can stem from contractual interpretations, documentation of financial and operational decisions, or changing external factors. Alliance managers play a key role in resolving these disagreements and need to know when and how to engage legal counsel to help.

Introducing a new partner to a long-standing alliance can bring new skills, resource and assets to an alliance. This presentation touches on some key aspects to be considered so that the existing success of the alliance continues. Relationship dynamics, aligned goals, individual company objectives and changes to the alliance structure and governance all need careful consideration to ensure a successful expansion.

China pharma licensing deals have skyrocketed, rising from 1 per month, five years ago, to 5 deals a month last year. Most Alliance Managers will surely see a China alliance as part of their portfolio. How will you deal with culture, distance, time zones, trade secrets, or the constantly changing regulatory and legal picture in China? From the China partner’s perspective, what will make you a good counterpart? In this presentation, Innovent and Incyte will discuss their alliance case study, best practices in working in a China alliance, and how to meet the goals that were initially set out for your China partnership.

Managing global partnerships with multiple internal and external stakeholders is very challenging and requires governance, clear roles and responsibilities and aligned business and operational guidance. Due to this complexity, it is critical to have defined working teams below Governance who manage day-to-day activities in their functional area so that well informed decisions are made across a highly matrixed alliance structure.  During our talk, we will cover one approach teams can consider when managing large, complex Oncology Alliances.

A larger percentage of alliance deals in the life sciences space involve a Big Pharma – Biotech partnership. This group will discuss the key aspects to consider before introducing alliance management to biotech companies. 

• What types of alliances should innovative enterprises form?
• Which alliance management skills and tools do companies need to possess?
• How can organizations develop a culture of open innovation?
• What are the ways to create value and share it among stakeholders involved?
• How do you get CEO & senior management engagement?
• What questions should senior management ask as they implement policies, processes, and SOPs that will apply to (and possibly conflict with) partners?