Strategic Alliances Client Feedback Program
Upcoming SlideShare
Loading in...5
×
 

Strategic Alliances Client Feedback Program

on

  • 747 views

 

Statistics

Views

Total Views
747
Views on SlideShare
356
Embed Views
391

Actions

Likes
0
Downloads
3
Comments
0

5 Embeds 391

http://www2.theavocagroup.com 372
http://50.56.181.52 15
http://www.linkedin.com 2
http://10.170.30.107 1
http://webcache.googleusercontent.com 1

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Strategic Alliances Client Feedback Program Strategic Alliances Client Feedback Program Presentation Transcript

  • Improving the Health of Critical Business Relationships Creating a Standard for Successful Strategic Partnerships Service Offering Review March 2014
  • The Avoca Group What We Do The Avoca Group helps pharmaceutical and biotech companies, CROs, and other service providers build, measure, manage, and thereby improve critical business relationships. ●  The Avoca Group has extensive experience in the area of strategic partnerships and alliances between sponsors and CROs. Avoca combines real world experience in clinical outsourcing, clinical research and the management of relationships in this industry with leading practices in change management to help companies successfully implement new partnering strategies. ●  Avoca draws upon its 15 years of gathering data in the area of sponsor-CRO partnerships, utilizes this research as part of our consulting practice, and incorporates industry data into Avoca training programs. Avoca developed the Art and Science of Partnering™ framework, a best practice approach for managing strategic relationships in the pharmaceutical industry. 2
  • The Avoca Group Client List AstraZeneca Boehringer-Ingelheim Cadence Novo Nordisk Cerexa Ortho Biotech CJPCUS Ortho Clinical Cordis Pfizer CR Bard Purdue Pharma Cubist Regeneron Eisai Roche Endo Pharmaceuticals Terumo Cardinal Health Millennium Centocor Ethicon Ferring Pharmaceuticals The Medicines Company Medical Research Consultants BioClinica Service Providers Celtic Pharma MedAvante Beardsworth J&J Pharmaceutical Research Development Marken Aptiv Solutions Johnson & Johnson Bristol-Myers Squibb Pharmaceutical/Biotech Acurian Grünenthal Clinical Financial Services Metropolitan Research Associates PAREXEL CRF Health PPD ERT PRA International ExecuPharm Premier Research Greenphire Quest Diagnostics Clinical Trials ICON Clinical Research Quintiles Idis REGISTRAT-MAPI INC Research ResearchPoint Indegene Synarc inVentiv Health Clinical Theorem LabCorp TKL Research 3
  • Measuring the Health of Strategic Partnerships The Reality of Strategic Partnerships: 2012 Industry Survey Results In 2012, Avoca conducted its annual industry survey with a focus on the reality of Strategic Partnerships. Among the key findings were the following: ●  Forty-seven percent of the sponsor companies surveyed had strategic partnerships with clinical service providers (currently, or in the past), and 67% of the service provider companies surveyed reported having strategic partnerships with sponsors. ●  Twenty-two percent of sponsor companies reported having discontinued strategic relationships. Most commonly, these relationships were discontinued by sponsors because of poor quality of deliverables, followed by poor overall performance of the clinical service provider. ●  Among sponsors, overall satisfaction with the work performed by strategic partners appeared to increase with the duration of the partnership; 86% of respondents reporting on strategic partnerships of three or more years were satisfied, compared to 67% of respondents evaluating strategic partnerships of less than three years in duration. Avoca brings these research capabilities and perspectives to all of our consulting engagements. 4
  • Measuring the Health of Strategic Partnerships Critical Success Factors Avoca believes the following components are necessary for successful implementation of a new standard for alliance management: ●  Clear vision and goals for the establishment and management of alliances ●  A comprehensive framework for the model, including a tailored approach for the governance and management of the strategic relationships ●  Input from and engagement with key stakeholders ╸  It is Avoca’s philosophy that successful change comes only when stakeholders are supported in their interests to contribute to the change. ●  Clarity and consistency in internal communications regarding the new alliance management model ●  Documented, comprehensive, and standard approaches: establishing alliances, managing alliances, and ongoing measurement of alliances ╸  Should include a system for gathering Lessons Learned information and disseminating that information for the benefit of future projects with the same alliance partner and/or for ensuring the success of projects with future partners ●  Alignment with and incorporation of other corporate initiatives and standards ●  Senior level support 5
  • Measuring the Health of Strategic Partnerships Three Main Areas of Support ●  Avoca Survey Research ╸ Partnership Health Assessment: Gathering of actionable data to drive strategy implementation ╸ Ongoing Feedback Programs to assess success during project execution ╸ Annual assessment to continue to monitor “pulse” of the partnership ●  Avoca Consulting: Strategy Implementation and Change Management ╸ Assistance with engaging key stakeholders, including senior staff and clinical operations, from sponsor and partners to ensure acceptance and support of the outsourcing model ╸ Facilitation of “lessons learned” meetings or alliance partnership meetings ●  Customized Training and Workshops ╸ Implementation of Avoca’s Art and Science of Partnering™ - Best practices in Managing Strategic Partnerships 6
  • Survey Research
  • Measuring the Health of Strategic Partnerships Objectives of a Partnership Assessment ●  To gather quantitative and qualitative baseline data for alliance managers and senior staff from partner organizations to drive implementation of the desired outsourcing strategy ●  To understand perceptions about the outsourcing model so that issues can be addressed proactively ●  To identify needs for support from both sides of the partnership, including the potential need for tools and training on managing relationships in a strategic framework ●  To engage staff from both partners throughout the process as part of strategy implementation Improved Relationships = Improved Performance 8
  • Measuring the Health of Strategic Partnerships Creation of Survey Instruments ●  Avoca works collaboratively to develop customized survey instruments for each partner ●  The instrument collects a variety of information, including: ╸ Perceived opportunities and challenges associated with the current outsourcing model ╸ Overall perceptions about working with CRO/Sponsor partners in the existing or emerging outsourcing model ╸ Key Relationship Indicators (KRIs) to measure variables such as trust, innovation, proactivity, communication, etc. ╸ The components, tools and resources required by teams to effectively work together within the existing or emerging outsourcing model 9
  • Measuring the Health of Strategic Partnerships Approach ●  Avoca develops a customized approach for the program during a kick-off meeting. ●  Surveys are either administered via the web, conducted by experienced, industry-savvy Avoca telephone interviewers, or a hybrid approach is used. ●  Names are not associated with results to encourage open and honest feedback from all parties. ●  Findings and conclusions are delivered in customized reports with appropriate sub-analyses and reviewed with each partner company. Avoca utilizes a consultative approach to make recommendations based on our significant experience conducting partnership assessments and consulting to facilitate optimal strategic partnerships. 10
  • Sample Data
  • SAMPLE DATA CRO Perspective: Transition to Strategic Partnering Transition to Strategic Partnering 5 = Strongly Agree, 1 = Strongly Disagree I will be comfortable accepting new responsibilities as part of moving to Sponsor’s new outsourcing model. 38% I am confident in my ability to successfully execute my new responsibilities under Sponsor’s new outsourcing model. I have confidence that CRO will exercise effective team leadership under the new strategic model. 29% I am confident that CRO’s senior management will support the new approach effectively. Strongly Agree 38% Generally Agree 44 11% 10% 4.1 44 11% 10% 36% 50% 29% 4.1 4.0 44 10% 3.9 45 7% 10% 3.7 46 10% 5% 50% 21% N 48% 42% I have confidence that CRO will be successful at meeting Sponsor’s expectations for deliverables under the new strategic model. Mean Neither Agree Nor Disagree 19% 17% Generally Disagree Strongly Disagree 12
  • SAMPLE DATA Sponsor vs. CRO Perceptions of Strategic Partnering Sponsors CROs Do you feel that you fully understand the differences between managing a strategic partner under the new Strategic Partnering model and managing other outsourcing relationships (e.g. tactical outsourcing)? Do you feel that you fully understand how working in a strategic relationship such as that with [Sponsor X] differs from working in a more traditional (transactional) SponsorCRO relationship? Don't Know 9% N=125 No 44% Don't Know 23% Yes 47% N=112 No 17% Yes 60% 13
  • SAMPLE DATA Sponsor: Differences between Strategic Partnering and Other Models Do you feel that you fully understand how working in a strategic relationship differs from working in a more traditional (transactional) Sponsor-CRO relationship? N Statistics 75% Project Management 25% 71% Clinical Operations 50% Country Offices 14% 50% Data Management 21% 35 29% 60% 20% Yes 14% 42 50% 20% 0% 24 40% No 40 35 20% 60% 80% 100% Don't know 14
  • SAMPLE DATA Sponsor vs. CRO: Transition to Strategic Partnering Sponsor vs. CRO: Transition to Strategic Partnering (mean ratings) Sponsor CRO Difference N= 145 166 I have confidence in CRO's ability to make appropriate operational decisions [without input from Sponsor] under the new strategic model. 3.1 4.2 1.1 Within Sponsor, roles and responsibilities for the management of CROs under Strategic Partnering are/appear to be clearly defined. 2.4 3.4 1.0 I have confidence that CRO will exercise effective team leadership under the new strategic model. 3.2 4.2 1.0 I have confidence that CRO will be successful at meeting Sponsor’s expectations for deliverables under the new strategic model. 3.3 4.3 1.0 For my areas of responsibility, I understand how CRO’s expectations of Sponsor will change under the new model. 3.0 3.8 0.8 I believe that we will need to improve the way we work with CROs in order to ensure success with the new outsourcing approach/I believe that Sponsor will need to change the way that it works with clinical service providers in order to ensure success with the new outsourcing approach. 3.2 3.9 0.7 15
  • SAMPLE DATA Sponsor & CRO Verbatim Comments •  “I feel that both my company and our preferred CROs are doing a good job of building towards the vision.  We need to remember to step back and dedicate the resources to ensuring the relationships are heading in the right direction, which is difficult to do when we're all heads down getting drug development projects done.” •  “ This sponsor insists my company's team’s handle communication with the sites in the manner they see fit rather than allowing local teams to utilize their knowledge and experience to decide how best to communicate with their sites.  This style of micromanagement has negatively affected site/Investigator relationships and also limited the operational team's ability to perform at their highest level of capability.” •  “It is much more difficult to meet the standards when all data is considered critical. I’d like to see the team be more proactive in managing projects, to anticipate risks, come up with contingency plans, and make recommendations based on our experience.” •  “We need more clearly defined expectations at study level and JOC/management level. Teams are not organized and make changes during build process, causing delays that impact build time metrics.”  16
  • Art & Science of Partnering™ Avoca Training
  • The Art and Science of Partnering™ The Avoca Model for Establishing Best Practices for Working Effectively in Strategic Partnerships Analysis Action A Approach Assessment 18
  • The Art and Science of Partnering™ Analysis Approach Assessment Action • Preparing for launch: defining needs and expectations based on Alliance charter • Creating a successful partnership: establishing a shared operating model • Managing and monitoring success • Taking corrective measures and positive action to ensure project/ partnership success 19
  • The Art and Science of Partnering™ Avoca s methodology and instruction focuses on the two parallel dimensions of Communication and Critical Thinking Skills Analysis Approach Assessment Action g Critical Thinkin n Communicatio 20
  • Thank you Contact Avoca at: (609) 252-9020 www.theavocagroup.com info@theavocagroup.com 179 Nassau Street Suite 3A Princeton, NJ 08542