Interactive Breakout Discussions

TABLE 1: Creating and Managing Governance Structures in Complex Alliances
Christopher Black, Head, Corporate Alliance Management & Integration, Merck
Alex Lomonosov, Alliance and Integration Management Executive

Good Governance is one of the most important elements to ensuring alliance success and effective partnerships but can be particularly challenging when managing large alliances with multiple programs. This group will discuss strategies to create an effective governance structure for such alliances.

  • What tactics can be employed to align internal stakeholders and promote information sharing across the organization?
  • When should you consider adjusting a governance structure?
  • What are the characteristics of an agile governance process?

TABLE 2: Performance Metrics and Evaluation: What Should be Considered?
Jan Twombly, CSAP, President, The Rhythm of Business
This table will consider approaches to establishing KPIs to measure alliance performance and utilizing alliance metrics effectively at individual alliance and alliance portfolio levels.

  • What process and tools can be used to define metrics with alliance partners?
  • What metrics could be used to track actions taken to proactively mitigate business, human or legal risk in an alliance?
  • Who are the stakeholders you should involve in the development, tracking, and reporting of alliance metrics?

TABLE 3: Building and Managing Platform Alliances
Andrew Park, Alliance Director R&D Business Development, GSK
Platform alliances are becoming more prevalent as pharma and biotech partner to exploit the potential of joining expertise in traditional modalities with a novel technology platforms. This group will discuss trends in the space, and exchange ideas on creating value and ensuring successful outcomes.

  • Understand the role of Alliance Management in establishing and managing platform alliances
  • What strategies can be leveraged to improve likelihood of success?
  • Discuss various platform alliances, which have achieved success and which have not, and what can be gleaned from these successes and failures

TABLE 4: Leveraging AI to Improve Alliance Management Productivity
Brent Harvey, Executive Director, Alliance Management and M&A Integration, Eli Lilly & Co.
AI is being leveraged across many industries to improve efficiencies and enhance productivity. How best can it be used to improve Alliance Management? Join this roundtable to explore how AI and data analytics can be used to enhance alliance performance and value.

  • In what areas of Alliance Management can AI be leveraged to create value?
  • What are some of the challenges and implications of AI use to be aware of?
  • Exchange experiences and best practices

TABLE 5: Cross-Cultural Collaboration: Bridging the Gaps
Paul Horrocks, Director, Alliance Management, GSK
Recognizing the importance of cultural differences in alliance management, this group will discuss strategies for effective cross-cultural communication, understanding, and collaboration.

  • Explore differences in operational style, business culture, and communication to be aware of
  • Share commonly experienced cultural challenges in alliances and strategies to help overcome them

TABLE 6: Navigating your Career as an Alliance Manager
Nathan Sanburn, Senior Vice President Corporate Development and External Engagement, Verastem Oncology
Yin Wong, Director, R&D Alliance Management, GSK

This group will discuss some of the characteristics of effective alliance managers, career path options, shifting needs of the alliance manager skill set, and future state of the alliance management, among other topics. Exchange ideas and make new connections to guide your future as an Alliance Manager.

  • Explore the skills to be gaining today, as well as development opportunities and resources 
  • Discuss the future of alliance management and emerging areas of importance for alliance managers 
  • Share strategies for building a path to senior executive ranks​