Strategic Alliance Management Virtual Congress

Novartis has embarked on a global alliance under its corporate responsibility mission. This talk will address how Novartis has developed collaborations in neglected tropical disease, progress made in these efforts, and how it is acting as a leader.

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.

In 2016, Takeda revamped the R&D strategy to more deeply focus on core therapeutic areas and to leverage the best science no matter the source in order to bring innovative medicines to waiting patients.  With this priority on external innovation, the R&D Partnership Office formed in 2017 with a commitment to build an infrastructure to enhance internal partnering capabilities and deliver greater transparency into our portfolio of partnerships. 2019 brought rapid organizational growth and the blending of two cultures, processes and ways of working.  This presentation will highlight the approach taken to leverage the R&D Partnership Office infrastructure & resources and more deeply embed a partnering mindset across the enterprise, regardless of partnership type, structure or ownership.

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.

Biopharma and technology firms are increasingly partnering to develop innovative solutions for patients. These partnerships take many forms and span diverse focus areas, including diagnostics, digital therapeutics, digital devices, AI, and data. As organizations explore who to partner with, and how to best manage these relationships, there are implications for Alliance Management teams – including new required areas of expertise, working with new internal teams, and working across industries. In this presentation, Vantage will discuss the state of digital partnering and its challenges, and share a case study of an innovative pharma-data partnership.

Medical Affairs has an increasingly important role to play in today’s healthcare system. In the structure and operations of an alliance, they should be on equal footing with the development and commercial teams, but too often they are not. Alliance managers have the opportunity to position Medical Affairs for success, thereby increasing the likelihood the alliance will achieve its intended value.

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.

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.

As academic researchers become more interested in retaining rights to their inventions, commercialization offices in academic institutions are increasingly relying on alliance managers to help them set up new companies. This discussion will present case studies from recently launched companies and explore the unique opportunities and challenges of managing alliances with startups.

This presentation will review the advantages and complexities of implementing a collaboration combining translational, biomarker, and target discovery expertise at a biotech company with data sequencing, integrated clinical, and molecular data capabilities at a technology firm.