Buckingham Alliance Partners
1
Partner or Perish:
Forging Effective Alliances
MaRS Best Practices Series:
Alliance Managem...
Buckingham Alliance Partners
2
 Growing your business: Build or partner?
Partner or Perish: Forging Effective Alliances
S...
Buckingham Alliance Partners
3
Partner or Perish: Forging Effective Alliances
Continuing Learning:
The leading global prof...
Buckingham Alliance Partners
4
Partner or Perish: Forging Effective Alliances
Professional Certification:
Available throug...
Buckingham Alliance Partners
5
What is an Alliance?
• An alliance is a collaboration
• Between independent organizations t...
Buckingham Alliance Partners
6
Major Alliance Types:
Operational alliances
• One or more key functions of a company is
per...
Buckingham Alliance Partners
7
Alliance Business Model
S
u
p
pl
e
m
e
nt
a
ry
Alliances for
Supplementation/Load
Balancing...
Buckingham Alliance Partners
8
Partner or Perish: Forging Effective Alliances
Why would we want to do this?
 Alliances (c...
Buckingham Alliance Partners
9
Partner or Perish: Forging Effective Alliances
Why would we want to do this?
 Alliances (c...
Buckingham Alliance Partners
10
Partner or Perish: Forging Effective Alliances
Why establish an alliance competency?
 Inc...
Buckingham Alliance Partners
11
Partner or Perish: Forging Effective Alliances
Why establish an alliance competency?
 Inc...
Buckingham Alliance Partners
12
Partner or Perish: Forging Effective Alliances
Why establish an alliance competency?
 Inc...
Buckingham Alliance Partners
13
Partner or Perish: Forging Effective Alliances
Key Alliance Management Competencies:
4.Com...
Buckingham Alliance Partners
14
Alliance Management Principles*
•Clear Responsibilities and Expectations
•Robust Communica...
Buckingham Alliance Partners
15
Internal Organization for Alliance Management
Key Elements:
Senior Management Sponsor
All...
Buckingham Alliance Partners
16
Effective Senior Management
Sponsorship of Alliances
Why is Effective Sponsorship critical...
Buckingham Alliance Partners
17
Alliance Leadership Alternatives
Integrated LeadershipShared Leadership
 Internal/externa...
Buckingham Alliance Partners
18
Alliance
Integration
Alliance
Maintenance
Alliance
Transformation
Alliance
Negotiation
Con...
Buckingham Alliance Partners
19
Manage
Re-evaluate:
Revise or
Terminate
Sign Launch/
Integrate
Negotiate
Evaluate
Identify...
Buckingham Alliance Partners
20
Alliance Management Perspective:
Adding Value During Deal Negotiations
Three Main Consider...
Buckingham Alliance Partners
21
Integrating a New Alliance
Key Considerations:
• Appointing a qualified alliance leader an...
Buckingham Alliance Partners
22
Integrating a New Alliance
Key Considerations:
• Appointing a qualified alliance leader an...
Buckingham Alliance Partners
23
Alliance Team Charter Template
Guidance Resource for Alliance Management
Purpose: Provides...
Buckingham Alliance Partners
24
Alliance
Integration
Alliance
Maintenance
Alliance
Transformation
Alliance
Negotiation
Con...
Buckingham Alliance Partners
25
Alliance `Health Check’ Surveys
Assessment Resources for Alliance Management
Alliance Heal...
Buckingham Alliance Partners
26
Effective Senior Management
Sponsorship of Alliances
Typical Alliance Governance Framework
Buckingham Alliance Partners
27
Strategic Importance to
Alliance Partner
StrategicImportanceto
YourCompany
Low High
Low
Hi...
Buckingham Alliance Partners
28
 Growing your business: Build or partner?
Partner or Perish: Forging Effective Alliances
...
Buckingham Alliance Partners
29
Partner or Perish: Forging Effective Alliances
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Partner or Perish: Forging effective alliances - MaRS Best Practices

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Moving from drug discovery to drug development requires a particular skillset usually not yet honed by start-ups. This phase of the development process is highly regulated and, critically, inexperienced start-ups often underestimate the duration and cost of delivering the dosage form into the clinic while meeting regulations.

This presentation will address the following:

* aspects of the Chemistry, Manufacturing and Control (CMC) portion of the drug development process
* bioavailability and the Biopharmaceutics Classification System (BCS)
* objectives of formulation
* cost-effective strategies to reach key milestones

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Partner or Perish: Forging effective alliances - MaRS Best Practices

  1. 1. Buckingham Alliance Partners 1 Partner or Perish: Forging Effective Alliances MaRS Best Practices Series: Alliance Management John Buckingham September 9, 2011
  2. 2. Buckingham Alliance Partners 2  Growing your business: Build or partner? Partner or Perish: Forging Effective Alliances Session Objectives Address key questions:  How does one build and maintain an effective alliance?  What defines a competent partnering organization?
  3. 3. Buckingham Alliance Partners 3 Partner or Perish: Forging Effective Alliances Continuing Learning: The leading global professional association dedicated to the formation and practice of strategic alliances www.strategic-alliances.org ASAP - Toronto Chapter www.asaptoronto.com
  4. 4. Buckingham Alliance Partners 4 Partner or Perish: Forging Effective Alliances Professional Certification: Available through ASAP - Toronto Chapter
  5. 5. Buckingham Alliance Partners 5 What is an Alliance? • An alliance is a collaboration • Between independent organizations that retain strategic autonomy • While committing resources to joint activity • And run within an incomplete contract
  6. 6. Buckingham Alliance Partners 6 Major Alliance Types: Operational alliances • One or more key functions of a company is performed solely or primarily by an alliance partner Project alliances • Alliance partners collaborate on a specific project, typically with defined progress milestones and a defined termination point
  7. 7. Buckingham Alliance Partners 7 Alliance Business Model S u p pl e m e nt a ry Alliances for Supplementation/Load Balancing C o m pl e m e nt a ry Alliances for Complementary Capabilities, Offerings and Skills Core Core Capabilities and Competencies
  8. 8. Buckingham Alliance Partners 8 Partner or Perish: Forging Effective Alliances Why would we want to do this?  Alliances (collaborations) increasingly used to attain company goals: • Access to expertise • Flexible resources • Increased speed (of development, to market, etc.) • Reduced financial risk
  9. 9. Buckingham Alliance Partners 9 Partner or Perish: Forging Effective Alliances Why would we want to do this?  Alliances (collaborations) increasingly used to attain company goals: • Access to expertise • Flexible resources • Increased speed (of development, to market, etc.) • Reduced financial risk  Less than 40% of alliances meet their stated objectives • Misalignment of partner goals • Miscommunications • Poor execution • Changed financial prospects • Technical failure
  10. 10. Buckingham Alliance Partners 10 Partner or Perish: Forging Effective Alliances Why establish an alliance competency?  Increase the proportion of alliances that meet or exceed their goals (and management expectations)
  11. 11. Buckingham Alliance Partners 11 Partner or Perish: Forging Effective Alliances Why establish an alliance competency?  Increase the proportion of alliances that meet or exceed their goals (and management expectations)  Accelerate `institutional learning’ of effective (and destructive) behaviors affecting collaborations: enhanced organizational awareness  Build consistency in effective alliance design, integration and maintenance processes
  12. 12. Buckingham Alliance Partners 12 Partner or Perish: Forging Effective Alliances Why establish an alliance competency?  Increase the proportion of alliances that meet or exceed their goals (and management expectations)  Accelerate `institutional learning’ of effective (and destructive) behaviors affecting collaborations: enhanced organizational awareness  Build consistency in effective alliance design, integration and maintenance processes  Enhance company reputation as a skilled, successful partnering organization (to secure more, and more capable, partners)
  13. 13. Buckingham Alliance Partners 13 Partner or Perish: Forging Effective Alliances Key Alliance Management Competencies: 4.Communicating Effectively 5.Leading by Influencing 6.Gaining Value from Diversity 7.Building and Maintaining Trust
  14. 14. Buckingham Alliance Partners 14 Alliance Management Principles* •Clear Responsibilities and Expectations •Robust Communication •Senior Management Commitment •Understanding one’s Partner •Disciplined Improvement Approach •Effective, Efficient Processes •Broad-based Alliance Capability * Adopted by ASAP from `Endo Alliance Management Principles’
  15. 15. Buckingham Alliance Partners 15 Internal Organization for Alliance Management Key Elements: Senior Management Sponsor Alliance must serve sponsor’s organizational goals  Dedicated Alliance Leader `Mindshare’ or formal designation
  16. 16. Buckingham Alliance Partners 16 Effective Senior Management Sponsorship of Alliances Why is Effective Sponsorship critical?  Alliance failure rate – key factors: Internal support for resourcing and decision-making Ensuring alignment on key issues across partner organizations Effective dispute resolution
  17. 17. Buckingham Alliance Partners 17 Alliance Leadership Alternatives Integrated LeadershipShared Leadership  Internal/external  Product Objectives/ Relationship Objectives
  18. 18. Buckingham Alliance Partners 18 Alliance Integration Alliance Maintenance Alliance Transformation Alliance Negotiation Contract Negotiation Collaboration Integration Agreement Signing Alliance Life Cycle Monitoring Alliance Change or Termination Prevention Diagnosis Treatment Problem Resolution R&D Commercialization Alliance Management
  19. 19. Buckingham Alliance Partners 19 Manage Re-evaluate: Revise or Terminate Sign Launch/ Integrate Negotiate Evaluate Identify/ Recruit Opportunities BD AM Establishing an Alliance Management Competency Alliance Management: Business Development Interface Deal-Making and Deal-Managing: An Integrated, Transparent Process
  20. 20. Buckingham Alliance Partners 20 Alliance Management Perspective: Adding Value During Deal Negotiations Three Main Considerations: • Due diligence: partner candidate assessment • Effective relationship development • Designing the appropriate collaboration structure
  21. 21. Buckingham Alliance Partners 21 Integrating a New Alliance Key Considerations: • Appointing a qualified alliance leader and a senior management `sponsor’ • Timely recruiting of alliance-facing staff
  22. 22. Buckingham Alliance Partners 22 Integrating a New Alliance Key Considerations: • Appointing a qualified alliance leader and a senior management `sponsor’ • Timely recruiting of alliance-facing staff • Joint communication of management expectations and contractual requirements to the alliance team and leader • Joint alliance team formation and relationship- building • Establish alliance team charter
  23. 23. Buckingham Alliance Partners 23 Alliance Team Charter Template Guidance Resource for Alliance Management Purpose: Provides focus, alignment and operational guidance to each alliance relationship. Serves as an operational reference and guide through the alliance lifecycle as a companion to contractual agreements and project plans. Allied Companies: Your and XYZ Company Alliance History and Background Alliance Focus (Mission, Spirit of Alliance, High-Level Objectives/Milestones) Alliance Working Guidelines (Addressing the Alliance Essentials) Performance Measurement (Measuring and Monitoring Performance) Roles and Responsibilities (Company Roles and Key Individual Roles) Key Sections: • Alliance mission, objectives and spirit • Roles and responsibilities • Working guidelines • Metrics and performance measurement
  24. 24. Buckingham Alliance Partners 24 Alliance Integration Alliance Maintenance Alliance Transformation Alliance Negotiation Contract Negotiation Collaboration Integration Agreement Signing Alliance Life Cycle Monitoring Alliance Change or Termination Prevention Diagnosis Treatment Problem Resolution R&D Commercialization Alliance Management
  25. 25. Buckingham Alliance Partners 25 Alliance `Health Check’ Surveys Assessment Resources for Alliance Management Alliance Health Check Purpose: Primary measurement mechanism for Relationship Performance factorsStrongly Disagree Disagree Neutral Agree Strongly Agree 1. Alliance Focus (Goals and Objectives) a. Sensor Question b. Sensor Question c. Sensor Question 2. Roles and Responsibilities a. Sensor Question b. Sensor Question c. Sensor Question 3. Decision Making a. Sensor Question b. Sensor Question Key Features:  Provides regular checkpoint on essential Alliance competencies  2-3 “sensor” questions per Relationship factor  Results discussed with partner, to identify and understand areas for improvement and reasons for successful outcomes  Action plans developed and implemented through Alliance Team 3. Relationship Trust a. Sensor Question b. Sensor Question
  26. 26. Buckingham Alliance Partners 26 Effective Senior Management Sponsorship of Alliances Typical Alliance Governance Framework
  27. 27. Buckingham Alliance Partners 27 Strategic Importance to Alliance Partner StrategicImportanceto YourCompany Low High Low High Imbalance Balance Balance Imbalance Establishing an Alliance Management Capability Alliance Structure and Management Considerations Vulnerable Enthusiast Potential Bully Dynamic Duo Simple Pairing
  28. 28. Buckingham Alliance Partners 28  Growing your business: Build or partner? Partner or Perish: Forging Effective Alliances Session Objectives Address key questions:  How does one build and maintain an effective alliance?  What defines a competent partnering organization?
  29. 29. Buckingham Alliance Partners 29 Partner or Perish: Forging Effective Alliances Questions?

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